An analytical study on the application of six sigma by

United States Marine Corp.

BBA-312

Submitted in Partial Fulfilment for the Award of the Degree of

Bachelor in Business Administration 2020-2023

Under the guidance of Submitted by:

Faculty name: Ms Pooja Tripathi Ramandeep Singh

Enrolment number 03591201720

DELHI METROPOLITAN EDUCATION

Affiliated to Guru Gobind Singh Indraprastha University,
 TABLE OF CONTENTS

S.No. List Page No.

1. DECLARATION BY THE STUDENT 3
2. SUPERVISOR’S CERTIFICATE 4
3. ACKNOWLEDGEMENT 5
4. EXECUTIVE SUMMARY 6
5. CHAPTER 1: Introduction to the Topic
About the Company
1.1 History
1.2 Data and Analytics 7-10
1.3 Product or Services
6. CHAPTER 2: Overview of Six Sigma
2.1 Lean Six Sigma
2.2 5 Key Principles 11-16
2.3 Six Sigma Technique
2.4 Six Sigma Tools
2.5 Six Sigma Levels
7. CHAPTER 3: Research Methodology 0-0
8. CHAPTER 4: Analysis and Interpretation of 0-0
Six Sigma by the Companies
4.1 Removing outliers
4.2 Addressing data quality.
4.3 How Six Sigma helps process improvement
4.4 Strategic Approaches
9. CHAPTER5: Conclusion-and 0-0
Recommendations / Suggestions
10. CHAPTER 6: Limitations and Scope of the 0-0
Study
11. BIBLIOGRAPHY 0-0
12. ANNEXURE 0-0

details
 DECLARATION BY THE STUDENT
I undersigned solemnly declare that the major project report
onAn analytical study on the application of six sigma by United
States Marine Corp. is based on my individual work carried out
throughout the course of our study under the supervision of Ms
Pooja Tripathi. I declare the statements made and conclusions
drawn are the result of my research work. I further certify that;
I. The work contained in the report is original and has been
done by me under the general supervision of my supervisor.
II. The work has not been submitted to any other Institution for
any other degree/diploma/certificate in this university or any
other University of India or abroad.
III. We have followed the guidelines provided by the university
in writing the report.
IV. Whenever we have used materials (data, theoretical analysis,
and text) from other sources, we have given due credit to
them in the text of the report and giving their; details in the
references.

Signature:
Name of the students: Ramandeep Singh
Enrolment no.: 03591201720
College Name: Delhi Metropolitan Education, GGSIP University
 To Whom It May Concern

This is Certified that the Major Project

Report & Viva Voce submitted in partial
fulfilment of Bachelor of Business
Administration (BBA) to be awarded by
G.G.S.I.P.University, Delhi by
Ramandeep Singh, enrolment number
03591201720 has been completed under
my guidance and is satisfactory.

Signature of the guide:

Name of the Guide: Ms PoojaTripathi
Designation: Assistant Professor
Delhi Metropolitan Education
Noida Sector 62
 ACKNOWLEDGEMENT

I would like to express my special thanks to our mentor Ms Pooja

Tripathi efforts she provided throughout the year. Your useful advise
and suggestions were really helpful to me. For the project completion
I ma eternally grateful to you.
I would like to acknowledge that this project was completed entirely by
me and not by someone else.

Signature:
Ramandeep Singh
Enrolment Number:
03592201720
EXECUTIVE SUMMARY
 CHAPTER 1 INTRODUCTION

1.1 About the company:

The U.S. Marine Corps (USMC) is the nation’s expeditionary armed force, positioned and
ready to respond to crises around the world. Marine units assigned aboard ships
(“soldiers of the sea”) or at bases abroad stand ready to project U.S. power into crisis
areas. Marines also serve in a range of unique missions, from combat defence of U.S.
embassies under attack abroad to operating the President’s helicopter fleet. But while
Marines have a wide variety of individual assignments, the focus of every Marine is and
always has been on combat: Every Marine is first a rifleman.

Over the past several decades, the Marine Corps has positioned itself for crisis response,
but while the Corps has maintained its historical, institutional, and much of its doctrinal
focus on operations in maritime environments, the majority of its operational
experience over the past 20 years has been in sustained land operations. This has led to
a dramatic decline in the familiarity of most Marines with conventional amphibious
operations and other types of employment within a distinctly maritime setting.

Even with the conclusion of military operations in Afghanistan in 2021, by which time the
U.S. military presence had been reduced to just 2,500 military personnel, the general shortage
of amphibious ships and the absence of any necessity to deploy large numbers of Marines on
amphibious shipping still resulted in few opportunities for Marines to gain such experience.
Consequently, the Corps’ connection to the sea has continued to fade.
Recognising this shortfall, the Corps’ leadership initiated efforts to reorient the service
toward enabling and supporting the projection of naval power in heavily contested
littoral environments with a particular focus on the Indo-Pacific region and China as the
“pacing threat” against which Marine Corps capabilities are being assessed and
modified. This reorientation was much more than a simple refocusing on amphibious
operations. Following a comprehensive assessment of the operational challenges that
the service’s operating forces are most likely to face 10 to 15 years in the future, General
David H. Berger, Commandant of the Marine Corps, issued Force Design 2030 (FD
2030), his directive to the service to reorganise, re-equip, and retrain Marines in ways
that will make them relevant and effective in the presumed operating environment of
the next several years and into the 2030s

As necessary an effort as FD 2030 is, however, the force envisioned by the project has
yet to be built (though meaningful-progress is being made

) and certainly has not yet been proven-in battle. Consequently, this Index can only assess the
Corps that exists today, and our assessments of capacity, capability (modernity), and
readiness therefore pertain to the Marine Corps’ current status, not to what it might be in the
future.

The Marine Corps has always prized its crisis-response contributions to national
security, and senior service leaders have emphasised this point consistently over the
years. Maintaining this emphasis, General Berger has made it central to the Corps’
efforts to remain combat credible as adversary capabilities evolve, even at the expense
of force capacity (the size of the service) and existing capabilities that, while still of
value, are perceived as less relevant to the maritime environment of the Indo-Pacific.
Marine Corps leadership has emphasised that China serves as the pacing challenge for
the Corps, which means that the military capabilities that China has and is developing,
as well as the severity of the challenge presented by China, are a benchmark against
which to measure “the level of capabilities that we will need in order to have a relative
advantage now and into the future.

These capabilities will be applicable not only in a fight with China, but also in other
scenarios and regions involving other enemies of lesser magnitude.

Service leadership is assuming that defence budgets will not see any appreciable growth
in the next several years, so the Commandant has ordered the Corps to retire or reduce
assets and capabilities such as tanks, conventional tube artillery, heavy bridging, and
some aircraft and continue to reduce manpower end strength in order to make related
funding available for other purposes.

In general for the Joint Force, this Index-focuses on the forces required to win two major
wars as the baseline force-sizing metric for the Army, Navy, and Air Force, but it adopts
a different paradigm—one war plus crisis response—for the Marine Corps. The three
large services are sized for global action in more than one theatre at a time; the Marines,
by virtue of overall size and most recently by direction of the Commandant, focus on
one major conflict while ensuring that all Fleet Marine Forces are globally deployable
for short-notice, smaller-scale actions. Marine Corps officials have emphasised that the
results of the FD 2030 redesign will ensure that USMC forces are more capable and
relevant in any fight, in any region, but the pacing challenge for Corps planners is China.

In previous editions of the Index, the capacity of the Marine Corps was assessed against
a two-war requirement of 36 battalions: a historical average of 15 battalions for a major
conflict (30 for two major conflicts) and a 20 percent buffer, bringing the total to 36.
The Corps has consistently maintained that it is a one-war force and has no intention of
growing to the size needed to fight two wars, and both its annual budget requests and
its top-level planning documents reflect this position.

However, with China as the primary threat driving Marine Corps force planning and
given China’s extraordinary investment in modernising its forces across all
capabilities—to include the expansion of various sensors, weapons, and platforms that
are essential to the creation of an intensely weaponised, layered defence architecture—
this Index cannot help but note that the Corps will need greater capacity if it is to
succeed in war in the very circumstances for which the Marines believe they must
prepare and with which this Index concurs.

1.2 HISTORY:
On November 10, 1775, the Second Continental Congress meeting in Philadelphia passed
a resolution stating that "two Battalions of Marines be raised" for service as landing forces
with the fleet. This resolution established the Continental Marines no and marked the birth
date of the United States Marine Corps.Serving on land and at sea, these first Marines
distinguished themselves in a number of important operations, including their first amphibious raid
into the Bahamas in March 1776, under the command of Captain (later Major) Samuel Nicholas. The
first commissioned officer in the Continental Marines, Nicholas remained the senior Marine officer
throughout the American Revolution and is considered to be the first Marine Commandant . The
Treaty of Paris in April 1783 brought an end to the Revolutionary War and as the last of the Navy's
ships were sold, the Continental Navy and Marines went out of existence.

United States Marine Corp. data and analytics

Capacity

The measures of Marine Corps capacity in this Index are similar to those used to assess
the Army’s: end strength and units (battalions for the Marines and brigades for the
Army). The Marine Corps’ basic combat unit is the infantry battalion, which is composed
of approximately 900 Marines and includes three rifle companies, a weapons company,
and a headquarters and service company.

Infantry

In 2011, the Marine Corps maintained 27 infantry battalions in its Active

Component at an authorised end strength of 202,100.

Aviation

. On May 3, 2022, the Corps published an update to its Aviation Plan (AVPLAN),

something it had not done since 2019. The current AVPLAN notes that several
initiatives undertaken in 2014 have led to marked improvements in readiness with the
Corps setting an objective of 75 percent aviation readiness for FY 2021. To this end, the
service has increased funding for aviation-related operations and maintenance by 84
percent since FY 2016. Manning of its aviation units appears to remain a problem in
some specialties: The Corps has only 66 percent of the pilots it needs for its fixed-wing
aircraft and only one-half of its requirement for its two front-line fighters, the F-35 (40
percent) and F/A-18 (72 percent). However, it has reported strong numbers for its
rotary-wing pilots (95 percent) and its enlisted community of maintainers (also 95
percent).
Amphibious Ships

. Amphibious ships, although driven by the Corps’ articulation of what it needs to

execute its operational concepts, remain a Navy responsibility. A trio of documents
describe the rationale for and nature of the Marine Corps’ thinking about how it plans to
contribute to the projection of naval power in highly contested environments such as
that found in the Indo-Pacific region should the U.S. find itself at war with China.

Capability

The nature of the Marine Corps’ crisis-response role requires capabilities that span all
domains. The USMC ship requirement is managed by the Navy, as indicated in the
preceding section on capacity, and is covered in the Navy’s section of the Index. The
Marine Corps is engaged in a force-wide redesign per FD 2030 with modernisation and
divestiture programs shaped accordingly. General Berger has emphasised that his force
redesign initiatives are being self-funded, which means that the service has been getting
rid of some capabilities that are less relevant to expected operational demands and
reducing manpower to redirect that funding to other priorities of greater relevance.

Vehicles.

Of the Marine Corps’ current fleet of vehicles, its amphibious vehicles—specifically, the
Assault Amphibious Vehicle (AAV-7A1) and Light Armoured Vehicle (LAV)—are the
oldest with the AAV-7A1 averaging more than 50 years old and the LAV averaging 40
years old.
The Corps had moved to extend the service life of the AAV but abandoned that program
as progress with the ACV accelerated.

Aircraft

. Fixed-wing fighter-attack aircraft—specifically the AV-8B Harrier and F/A-18

Hornet—continue to age while the Corps pursues delivery of replacement aircraft: the
F-35B STOVL variant to replace the AV-8B, in service since 1985, and the F-35C to
replace its carrier-capable F/A-18s. To account for a lengthy transition period, the
Corps has undertaken various efforts to extend the service life of its Hornets and
Harriers to keep them in service until the end of the decade and, to meet the need to
train new pilots even as the service retires the aircraft the pilots will fly, has taken such
steps as folding the responsibilities of a formal training squadron into an operational
unit.
 PRODUCT OR SERVICES
Product:
• Air space management
• Air defence combat avionics
• Electro optical system
Services:
logistic services
antenna test services
specialised engineering
Services
CHAPTER 2 OVERVIEW OF SIX SIGMA

Six Sigma is a data-driven methodology and set of tools widely used in

business and industry to improve processes, reduce defects, and
enhance overall performance.
It was originally developed by Motorola in the 1980s and popularised
by companies like General Electric.
The term "Six Sigma" refers to a statistical measure of process
variation.
The goal of implementing Six Sigma is to achieve a level of
performance where the number of defects or errors is extremely low, at
a rate of no more than 3.4 per million opportunities.
This level of performance is often referred to as "Six Sigma quality."
The Six Sigma methodology follows a structured approach called
DMAIC, which stands for Define, Measure, Analyse, Improve, and
Control.
Let's look at each phase briefly:
1. Define: Clearly define the problem, project goals, and customer
requirements. Identify the process to be improved and define its
boundaries.

2. Measure: Gather data and measure the current process

performance. This involves identifying key metrics, establishing
a baseline, and understanding process capabilities.

3. Analyse: Analyse the collected data to identify the root causes

of defects or issues in the process. Various tools such as process
maps, cause-and-effect diagrams, and statistical analysis are
used to uncover insights.

4. Improve: Develop and implement solutions to address the

identified root causes. This phase focuses on generating and
evaluating ideas, conducting experiments, and implementing
process changes.

5. Control: Establish control measures to sustain the

improvements. This involves developing a monitoring system,
implementing controls, and creating a plan to ensure that the
gains achieved are maintained over time.
Throughout the Six Sigma process, specific tools and techniques are
employed, such as statistical analysis, process mapping, hypothesis
testing, design of experiments, and others. The methodology
emphasises the use of data and rigorous analysis to drive decision-
making and achieve measurable results.
Six Sigma aims to improve customer satisfaction, reduce defects and
waste, increase efficiency, and enhance overall organisational
performance.
It has been successfully implemented in various industries, including
manufacturing, healthcare, finance, and service sectors.
It's important to note that Six Sigma requires specialised training and
certification to effectively apply its principles and tools.
Lean Six Sigma is a methodology that combines two powerful
process improvement techniques: Lean and Six Sigma.

Lean focuses on minimising waste and maximising efficiency by

identifying and eliminating non-value-adding activities. This involves
streamlining processes, reducing defects, improving quality, and
optimising resources to deliver more value with less effort.

On the other hand, Six Sigma is a statistical approach to process

improvement that aims to reduce variation and defects by using data-
driven decision making. It involves defining, measuring, analysing,
improving, and controlling processes to achieve consistent and
predictable results.

By combining the strengths of these two methodologies, Lean Six

Sigma provides a comprehensive approach to process improvement
that can be applied to any industry or sector. It is widely used in
manufacturing, healthcare, finance, and service industries to improve
efficiency, reduce costs, and enhance customer satisfaction.

The 5 Key Principles of Six Sigma

❖Focus on the Customer

This is based on the popular belief that the "customer is the king."
The primary goal is to bring maximum benefit to the customer. For this,
a business needs to understand its customers, their needs, and what
drives sales or loyalty. This requires establishing the standard of quality
as defined by what the customer or market demands.

❖ Measure the Value Stream and Find Your Problem

Map the steps in a given process to determine areas of waste. Gather

data to discover the specific problem area that is to be addressed or
transformed. Have clearly defined goals for data collection including
defining the data to be collected, the reason for the data gathering,
insights expected, ensuring the accuracy of measurements, and
establishing a standardised data collection system. Ascertain if the data
is helping to achieve the goals, whether or not the data needs to be
refined, or additional information collected.

❖ Get Rid of the Junk

Once the problem is identified, make changes to the process to

eliminate variation, thus removing defects. Remove the activities in the
process that do not add to the customer value. If the value stream
doesn't reveal where the problem lies, tools are used to help discover
the outliers and problem areas. Streamline functions to achieve quality
control and efficiency. In the end, by taking out the above-mentioned
junk, bottlenecks in the process are removed.

❖ Keep the Ball Rolling

Involve all stakeholders. Adopt a structured process where your team

contributes and collaborates their varied expertise for problem solving.
Six Sigma processes can have a great impact on an organisation so the
team has to be proficient in the principles and methodology used.

❖ Ensure a Flexible and Responsive Ecosystem

The essence of Six Sigma is business transformation and change. When

a faulty or inefficient process is removed, it calls for a change in the
work practice and employee approach. A robust culture of flexibility
and responsiveness to changes in procedures can ensure streamlined
project implementation.

Six Sigma Techniques

The Six Sigma Tools

❖ Cause and Effect Analysis

❖ Flow Chart
 ❖ Pareto Chart
❖ Histogram
❖ Check Sheet
❖ Scatter Plot
❖ Control Chart

Six Sigma Levels

White Belt

• Any newcomer can join.

• People work with teams on problem-solving projects.
• The participant is required to understand the basic Six Sigma
concepts.

Yellow Belt
 • Takes part as a project team member.
• Reviews process improvements.
• Gains understanding of the various methodologies, and
DMAIC.

Green level

• Minimum of three years of full-time employment.

• Understand the tools and methodologies used for problem-
solving.
• Hands-on experience on projects involving some level of
business transformation.
• Guidance for Black Belt projects in data collection and
analysis.
• Lead Green Belt projects or teams.

Black Level

• Minimum of three years of full-time employment

• Work experience in a core knowledge area
• Proof of completion of a minimum of two Six Sigma projects
• Demonstration of expertise at applying multivariate metrics to
diverse business change settings
• Leading diverse teams in problem-solving projects.
• Training and coaching project teams.

Master Black Belt:

• Be in possession of a Black Belt certification

• Have coached and trained Green Belts and Black Belts.
 Chapter 3 Research Methodology

What is research methodology?

• Research methodology simply refers to the practical “how” of any
given piece of research.
• More specifically, it’s about how a researcher systematically
designs a study to ensure valid and reliable results that address the
research aims and objectives.
• For example, how did the researcher go about deciding:
I. What data to collect (and what data to ignore)
II. Who to collect it from (in research, this is called “sampling
design”)
III. How to collect it (this is called “data collection methods”)
IV. How to analyse it (this is called “data analysis methods”)
• A good research methodology provides scientifically sound
findings, whereas a poor methodology doesn’t.

Types of Research Methodology:

Introduction to Types of Research Methodology:

• Research methodology refers to the methods and techniques used to
portray the research effectively.
• It concerns the systematic design of a study to guarantee results that
meet the aims and objectives of the study.
• The researcher is primarily responsible for presenting the idea and
explaining different types of research methodology approaches used.
I. Quantitative Research:

• As the name suggests, Quantitative data relies on quantifying a

certain amount or quantity of a specific phenomenon.

• It focuses on gathering and analysing numerical data and can be

used to find averages and patterns or to predict outcomes.
• It draws a conclusion using tables, facts, and graphs. Many scientific
and field-based studies primarily use this form of research.

II. Qualitative Research:

• Qualitative refers to the non-numerical elements in the research.

• Qualitative research comes to the rescue when the researcher cannot
grasp the information or data in terms of numbers.
• Though not as reliable as Quantitative research, qualitative research
helps to form a better summary of theories in the data.

III. Descriptive Research:

• Descriptive research is a type of analysis that outlines the features of

the population or issues under study.
• This descriptive methodology focuses on the “what” of the research
problem more than the “why.”
 IV. Analytical Research:

• Analytical research uses proven facts to form the basis for the
research. Researchers frequently research to find supporting data that
strengthens and authenticates their earlier findings.
• Also, it helps to develop new concepts related to the research subject.
• Thus, analytical research combines minute details to produce more
tenable hypotheses.

V. Applied Research:

•Action research that only studies one domain and usually generalises
the findings is called applied research.
• The researcher regards the variables as constant and the researcher
forecasts, making the methods easy to find in applied research.
• Applied research aims to solve a current issue facing society or a
business/industrial organisation.

VI. Fundamental Research:

• The formulation of a theory and generalisations are the primary

concerns of fundamental research.
• It seeks to discover facts with a wide range of applications,
supplementing the ideas already known in a specific field or industry.
• One can find the summary in everyday language and apply logical
findings in the research.
VII. Exploratory Research:

• Theories and their explanation are the basis of Exploratory Research.

• Its goal is only to investigate the study questions, not to provide
definitive and conclusive solutions to current problems.
• Exploratory research seeks to increase our understanding of the issue
rather than offering conclusive evidence.
• The findings are usually a related topic, which helps improve the
research.
• Exploratory research is usually qualitative, but a large-sample
exploratory study can also be quantitative.

VIII. Conclusive Research:

•Conclusive research has a clear design in the methodology and intends

to answer the research question. The results are generic here.
• The results of exploratory studies can be validated and quantified
using a conclusive research design.
• A conclusive research design typically employs quantitative methods
of data collection and analysis.

IX. Primary Research and Secondary Research:

• The researchers gather new data for primary research.

• The research classifies as primary when the researcher collects
information on a certain topic for the first time.
 • Surveys, interviews, and observation are a few common ways of
gathering data.
• On the other hand, secondary research uses previously gathered
data through primary research.
• Books, magazines, trade journals, and other media majorly serve as
secondary data sources.
• However, the key distinction between primary and secondary
research is whether or not any researcher has undertaken the
research previously.
• Primary and secondary research each have pros and cons.

X. Surveys:

• Surveys play a prominent role in the research method. It helps to

collect a vast amount of real-time data and helps in the research
process.
•It is done at a low cost and is usually faster than any other method.
•A researcher can conduct surveys in both quantitative and qualitative
methods.
•While interviews are conducted in person to reflect on feelings and
experiences and explore issues with a greater emphasis, researchers use
questionnaires to quickly acquire a lot of information.
XI. Case Studies:

•A common technique for qualitative analysis is the case study method,

which entails thorough observation of a social unit and focuses on the
in-depth study.
•The case study emphasises the detailed examination of a smaller set
of circumstances and their interactions.
•Case studies help to develop an idea of the research and help in the
foundation of the research.
•The researcher can make an appropriate understanding of the research
from the case study.

Types of Research Methodologies used:

• It depends on the research goal. Most frequently used methods
include:
I. Observation / Participant Observation
II. Surveys
III. Interviews
IV. Focus Groups
V. Experiments
VI. Secondary Data Analysis / Archival Study

Mixed Methods (combination of some of the above

Chapter 4: Analysis and Interpretation of Six Sigma
by United States Marine Corp.

A History of Excellence
Since November of 1775, the marines have forged a reputation as the
premier fighting force in the United States and the world. The Marines
proudly preserve their history and constantly strive to maintain a
reputation of excellence. The Marines are global leaders, developing
expeditionary doctrine and innovations that set the example, and leading
other countries’ forces and agencies in multinational military operations.
These unique capabilities make them the “First to Fight,” and our
nation’s first line of defence. A proud heritage of success.

Likewise, the roots of Six Sigma as a measurement standard can be

traced back to 1777 and Carl Friedrich Gauss (1777-1855) who
introduced the concept of the normal curve. Bill smith and further
inspired and implemented the practice of six sigma as we know it. Over
time, Six Sigma has evolved and developed, but the base core standards
of quality and constant improvement are the cornerstone of the practice.
Professionals embrace quality to produce the highest standards of
performance.

A Partnership of Excellence
The Marine Corps and Six Sigma are the ideal partners in excellence.
The Marines are the embodiment of excellence. In everything they do,
the Marines strive to achieve the highest levels of excellence and accept
nothing less from their professionals. Likewise, Six Sigma represents the
highest levels of measured performance and excellence. Six Sigma
practitioners strive to produce the highest standards, accepting nothing
less! The Marine Corps has recognised that signaembodies the same
values. They recognise that the practice of Six Sigma within the Corp
brings them to higher level of performance. Because of their deeply
embodied standards, the Marines have energetically embraced the
practice of Six Sigma. They understand that the bloat and governmental
red tape significantly impacts the potential of success within the
Marines. By applying the practice of Six Sigma, they are able to ensure
the Marine Corps aggressively reduces waste, increases productivity
and improves service expectations across their commands.

Measured Excellence Equals Battlefield Success

Marines are trained to be the best and their history reflects their high
standards of excellence. A Marine is taught from day one that they are
expected to perform to the highest standards of excellence. Now, with a
partnership with Six Sigma, Marines can bring those same high
standards to their organisation to constantly measure excellence and
find ways to improve on their high standards. There can be no better
partnership in excellence and high standards.

Removing Outliers
There is not a widely accepted automated approach to removing
outliers.
Approaches;
Visual:
• Examine distributors, trend chart, SPC Charts, Scatter Plots.
• Couple of knowledge with data and processes.

Quantitative method:
• Interquartile range
 Addressing Data Quality Issues

Identify and remove data with poor quality.

Quantify variation due to measurement system.
• Reduce variability as needed.

Determine the risk of moving ahead with process and product analysis
• Identify interpretation risk.
• Identify magnitude of process problem related data problems.
• Identify undesirable consequences of not proceeding with data
driven process improvement, even in the face of data quality
issues.

How Six Sigma Helps Process Improvements?

Process improvement efforts generate or have little direct impact on

the business goals.

Six Sigma delivers results that matter to managers.

Six Sigma concentrates on problem solving in small groups focussed

on narrow issue.

Six Sigma focuses on the customer perception of quality.

 Chapter 5 Conclusion and recommendation

Through this report we learned that Six Sigma is the main part in every
organisation whether big or small. Value of transitioning from CMM
to CMMI is difficult to quantify.

CMMI strengthens generally accepted principles of sound program

management. Six Sigma is an enabler for measuring the value of
specific improvements.

Six Sigma specifically focused on customer satisfaction.

 Chapter 6 Limitations and scope of the study

Secondary data research methodology has several limitations that

researchers should be aware of. Here are some common limitations:

1. Data Availability and Quality: The quality and availability of

secondary data can vary significantly. The data may be outdated,
incomplete, or inaccurate, which can compromise the reliability and
validity of the research findings.

2. Lack of Control: Researchers have no control over the data collection

process in secondary data research. The data may not cover all the
variables of interest or may not align perfectly with the research
objectives, limiting the ability to explore specific research questions or
hypotheses.

3. Contextual Fit: Secondary data may have been collected for different
purposes or in different contexts from the one in which the research is
being conducted. The lack of contextual fit can make it challenging to
apply the findings directly to the specific research question or target
population.

4. Limited Scope: Secondary data is often collected for broad purposes,

such as national surveys or administrative records. It may lack specific
details or nuances required for a particular research inquiry. This
limitation can restrict the depth of analysis and the ability to address
specific research objectives.

5. Bias and Reliability: Secondary data may carry inherent biases based
on the data collection methods, sources, or data custodians.
Researchers may have limited knowledge of the data collection
process, potential biases, and the representativeness of the data, leading
to concerns about reliability.

6. Lack of Flexibility: Researchers have limited control over the

variables and measures available in secondary data. This lack of
flexibility can restrict the ability to explore alternative research
questions or test specific hypotheses.

7. Data Incompatibility: When using multiple sources of secondary

data, integration and compatibility issues may arise. Data from
different sources may have varying definitions, classifications, and
formats, making it challenging to combine and analyse them
coherently.

8. Inability to Address Specific Research Questions: Secondary data

may not provide the necessary information to answer complex or
specific research questions. Researchers may require primary data
collection methods to gather detailed and targeted information
 Bibliography

https://www.6sigma.us/armed-forces/six-sigma-
marines-new-battle-buddies/

https://www.heritage.org/military-
strength/assessment-us-military-power/us-marine-
corps

https://en.m.wikipedia.org/wiki/United_States_Mari
ne_Corps