Maple Leaf Foods Six Sigma

Case 5: Maple Leaf Foods (A): Leading Six Sigma Change

Introduction: This case study investigates Maple Leaf Foods' (MLF), a highly successful diversified corporation, proactive approach to the implementation of the rigorous, culture penetrating and comprehensive measurement-based philosophy, Six Sigma. In fact, MLFs' change champions and "dynamic duo", Michael McCain, president and chief executive officer (CEO), and Bruce Miyashita, vice-president (VP) Six Sigma, unequivocal support, confidence, vision, and expertise in this process improvement and variation reduction strategy ignited the essential motivation and stakeholder loyalty that was paramount to the receptivity/achievement of their "well-thought out" conversion and implementation phases. Moreover, the Six Sigma method was utilized as a benchmark standard to catapult MLF's organizational processes and business functions to an unprecedented level; thus affording the company an unrivaled position and an unrivaled competitive advantage in its respective industries.

A database defines Olympian: as being majestic in manner or bearing; superior to mundane matters; far beyond what is usual in magnitude or degree; an exceptional memory . And surprisingly, Six Sigma quality control appeared under this definition. In fact, an analogy to the Six Sigma process, which is an all-encompassing development strategy, is a majestic Olympian athlete's pre and post calisthenics' strategies. Namely, both require: time; toolkits of resources; expert training/feedback and measurement strategies to plot their effectiveness; such as, coaches, mentors, and other stakeholders who consistently provide various means of monetary, emotional, physical, technical, and diverse supplementary support. Equally important, both entities embrace mindsets of continual process improvements and variation reductions strategies to tackle internal and external changes (for example, the Olympian has to cope with the residuals effects that are related to age, nutrition, ailments, injuries, agility, as well as physical and psychological stress, and etc); so too does the organization encounter internal and external challenges. Furthermore, how a corporation responds/adopts to the inevitability and relentlessness of change determines its degree of success.

Patricia Felkins, B. J. Chakiris, and Kenneth Chakiris argue that as momentous changes are occurring in social, political, and economic systems throughout the world, many organizations also are experiencing a transformation. Yet some of the opportunities that could bring organizational learning and renewal are lost in the stress, conflict, and contradictions related to change...Organizational changes are both subtle and dramatic. On the surface many organizations appear to be subtle, unified, and generally efficient in day-to-day operations. Yet beneath the cover of orderly operations and structured hierarchical relationships, the effects of continuous change are creating new patterns and structures and changing the way organizations define themselves, how they respond to customers, and how they will do business now and in the future (1993, p. 1). Lastly, they state that indeed, some of the most powerful change opportunities are embedded in daily work practices, shifting structures, and new management roles within the informal organization (1993, p. 4).

Likewise, just as an Olympian athlete may have superior talents, capabilities, and covet the "superstar" status, he/she intrinsically knows that to earn/retain the "Gold" (and that his/her competitors are tenaciously not far-away) ongoing training and constant modifications to their regime is crucial to achievement. Of course, the Olympian is mechanically attempting to manage these elements of change which affects his routine; he is a change agent (organizations also manage chaos by assigning change agents). McShane and Von Glinow define a change agent as anyone who possesses enough knowledge and power to guide and facilitate the change effort. Change agents come in different forms, and more than one person is often required to serve these different roles (2005, p.514).

MLF's change agents include: Michael McCain, the 42 year old president and chief executive officer (CEO), who believed that the personal success of the employees was highly integrated with the continuous success of the business and he also was the "number one cheerleader" of the Six Sigma process as a result of following the illustrious career of Jack Welch, GE's CEO, and then, Bruce Miyashita, the 39 year old, vice-president (VP) Six Sigma, an authority of this method wanted to be regarded as an advocate who provided guidance for the newly implemented Six Sigma principles; as opposed to it being seen as "Bruce's thing."

I argue that this partnership proved successful because both leaders had a "spirit" of humility, of not being seduced by power and success; they both gave one hundred percent to the cause. Additionally, McCain and Miyashita leadership style consisted of referent power. McShane and Von Glinow define referent power as when others identify with them, like them, or otherwise respect them. Like expert power, referent power comes from within the person. It is largely a function of the person's interpersonal skills and usually develops slowly and it is usually associated with charismatic leadership. For this reason, both change agents effortlessly and confidently initiated the appropriate changes in a timely manner.

Meanwhile, even though Maple Leaf Foods demonstrated consistent success in sales (up .5 billion from previous year) and invested aggressively in its robust expansion efforts (net earnings dropped $57 billion due to increasing hog prices and due to the startup costs of MLF's new Brandon plant, the largest pork processing plant in Canada, still, MLF was expecting to report healthy profits by the second quarter of 2001) the thriving "star" organization (its change champions) chose to implement the Six Sigma program as a guide to reach new heights in all aspect of its business. Additionally, MLF embraced Six Sigma as the essential discipline to achieve and maintain what was known internally as the "Leadership Edge": which signified a competitive edge through leadership and the competitive edge of its leaders. MLF used these processes to aim the spotlight on values, accomplishments, potential and goals. Thus, senior management worked with employees to plan specific development actions to ensure the employees' continued growth and progression as business leaders. CEO McCain explained that "our values and principles define the type of people and the culture in which they work. And Six Sigma defines