本文是对Red X的分析及应用，团队利用分层审计来获得客户的内部反馈，从而确定解决问题所需的时间。团队对Red X的应用数据进行了检查，以观察BOB(最好中的最好)解决问题所花费的时间，并将其与WOW(最差中的最差)进行比较。所使用的信息是从Red X的应用中收集的，并结合了传统工程模型的知识。这些信息是为了在修正问题时进行设计更改，平均需要200天。团队确定了在大约60天内解决问题的“客户热情极限”。关于红色X的应用数据表明，团队的绩效与这个参数无关，因为他们平均在70天内“复制了绿色的Y”，线索生成的步骤平均在59天内完成。本篇英国商业论文代写文章由英国论文通AssignmentPass辅导网整理，供大家参考阅读。
There has been utilization by the team with respect to the layered audit in acquiring internal feedback of the customer in defining the amount of time acceptable in solving a problem. There was examination by the team regarding the application data of Red X in observing the amount of time taken by the BOB (best of the best) problem solvers taking the projects being in comparison to WOW (worst of the worst). The information used has been collected from the application of Red X and with the knowledge of the model of traditional engineering. This information is to make designing changes in correcting issues, which has the requirement of an average 200 days. There was determination by the team with respect to the “customer enthusiasm limit” in solving a problem in approximately sixty days. The data regarding the application of Red X indicated that the performance of the team has been external to this parameter as they have been “duplicating the Green Y” on an average in 70 days and the step of clue generation has been completed one an average in 59 days.
In meeting the enthusiasm limit of the customer, there has been assignment of goals by the team for each step of problem solving; duplicating the Green Y takes 25 days, generation of clue takes another 25 days, and the implementation takes 10 days.
The methodology of Red X has been used by the team and the Red X arsenal’s tools are used in finding the root cause. The Red X can be bogged down in the process of problem solving. One of the main Red X methodology’s components has been the contrast of WOW and BOB that are in terms of Red X indicating the normal distribution’s opposite tails.
Red X is a group that solves the technical problems with their dedication towards the performance of the vehicle. Rather than the allowance of less manpower in becoming a roadblock, there was determination in the team increasing the completed projects’ output and strengthening its role to make every vehicle of GM superior than the previous one (Platts and Gregory, 1990). The journey is embarked by the team of Red X in adapting the new structure of organization of GM improving its performance and finding a way in showing the organization the way its efforts can be reaching the customers directly.