The purpose of this thesis has been to investigate if the quality process could be improved to increase functionality using lean six sigma methodology.
By performing a qualitative case study utilising first-hand knowledge and data collected in eight interviews, an in depth analysis were performed to gain understanding of how the quality procedure in Baker Hughes is functioning. Lean six sigma, with relevant tools and techniques, formed the theoretical framework. The collected data were applied to an Ishikawa diagram where five root causes were identified. These root causes were then analysed using A3 process. The proposals identified were: training employees in quality procedures and processes, raise communication internally, involve employees in forming organizational procedures and implementing an automated data system. These proposals were presented in a prioritisation matrix showing the impact and the ease of implementation for each of the proposals.
The results show that the functionality can be improved by increasing knowledge of the procedure through training the employees in quality management, increasing focus on raising communication in the organization, and by implementing a system that makes it easy for the employees to take ownership to quality. It is also believed that the employees will perceive a procedure less complex if they are involved in forming the procedures, and if their experience is increased. In addition, the employees will likely find it easier to utilise the procedure if it is run in a data system, where they are guided through the entire process and can find relevant information about previous quality issues.
The results show that by implementing the proposed solutions, this will increase the employees’ knowledge and reduce their perception of complexity, leading to the procedure functioning to its purpose.