Operations Audit and Quality Team
Melville, NY, USA
Our improvement journey explored how to improve the efficiency and value offered through an internally mandated audit program. In our DMAIC approach we utilized standard work combinations, time studies, process flows, and more in order to reduce cycle times, drive knowledge transfer, increase visibility, and mitigate risk. While we continue to “make the road by walking,” we exceeded our goals! We reduced the audit preparation cycle by approximately one-third and reduced field postage costs by 55 percent.
Lean Six Sigma-DCR
Grand Prairie, TX, USA
This project focused on reducing the cycle time for repair, maintenance, and overhaul activities. Applying the driver methodology, the team utilized tools including value stream maps and CTC metrics in addition to Ishikawa diagrams and cost/benefit analyses to understand the root causes and instigate final improvement recommendations. The improvements delivered a US$707,000 per year savings and a 21 percent cycle time reduction by creating visual management tools and using in-house software for facilitating final inspections.
Global Lean Deployment Initiative
St. Louis, MO, USA
Across the globe, the beer landscape is changing from mass production to mass customization.This project’s objective was to study and understand how to improve the flexibility of production lines to handle multiple products, create more capacity, and improve customer delivery! The team used Six Sigma and lean through kaizen and full-scale projects. This project changed the way AB InBev thinks about what is possible. Project savings were more than $1.5 million initially, scaled over $100 million.
BaSIC
Istanbul, Turkey
This project aimed to improve the BSC/RNC rollout process. BSCs and RNCs are the central units that link base stations to the core GSM network. Using DMAIC methodology and the Lean Six Sigma approach, the team employed quality tools like Pareto, boxplot, fishbone, multivoting, and cause and effect diagram. With the implementation, the process was improved at the rate of about 75 percent. The project brought an annual OPEX savings of $547,000 by minimizing deviations and standardizing the rollout period.
Los Angeles Operational Excellence Team
Los Angeles, CA, USA
This project aimed to improve the BSC/RNC rollout process. BSCs and RNCs are the central units that link base stations to the core GSM network. Using DMAIC methodology and the Lean Six Sigma approach, the team employed quality tools like Pareto, boxplot, fishbone, multivoting, and cause and effect diagram. With the implementation, the process was improved at the rate of about 75 percent. The project brought an annual OPEX savings of $547,000 by minimizing deviations and standardizing the rollout period.
Asuntol Liquid
Ecatepec, Estado de México, México
This project addressed lump generation observed during Asuntol liquid production. Complaints and returns occurred, resulting in rework, reprocessed batches, and lost sales. Utilizing the Six Sigma DMAIC methodology to find solutions, this team employed VoC, SIPOC analysis, process mapping, 5 Whys, RACI, cause and effect matrix, FMEA, value stream mapping, seven wastes, fishbone diagram, DoE, and stability testing. The results included achieving goals, no complaints, no devolutions, savings of 5.3 thousand euros per year, avoiding lost sales of 400,000 euros, and team motivation.
DUBAL Green Team
Dubai, United Arab Emirates
The project aimed to reduce perfluorocarbons—greenhouse gases emitted during a process disturbance while producing aluminum. This team applied Six Sigma methodology and appropriate tools such as fishbone diagram, why-why analysis, etc., to identify and screen possible root causes, which were validated through trials using statistical tests. Developed solutions were validated using pilot runs and hypothesis testing, then cascaded across the plant—achieving 40 percent reduction in perfluorocarbons within four years and improved performance against world benchmarks.
DUBAL Stub Repair Reduction Team
Dubai, United Arab Emirates
DUBAL Rodding incurred a high cost of $2.6 million for stub repairs in 2009. A project was initiated to reduce repair costs by reducing the stub damage rate from 6 percent to 4 percent. The Lean Six Sigma approach and DMAIC methodology were adopted, including prioritization matrix, gage R&R, Pareto, fishbone diagram, hypothesis testing, regression, and control charts. The damage rate was reduced by 3 percent, leading to annual savings of $1.3 million. The success of this project inspired many similar projects.
RMO- Reducing Cost of Paper & Shipping
Salt Lake City, UT, USA
This project involved reducing shipment and paper consumption costs for Firstsource Transaction Services, LLC. This team used the DMAIC approach and various Six Sigma tools such as FMEA, fishbone, and process maps to improve CTQ measures for the shipment of letters to members and providers by avoiding printing documents. By executing this project, the client saved US$400,000.
Instrument Panel Scrap Reduction Team
Dearborn, MI, USA
“The Great Escape From Foam Defects” features the story of the transition from petroleum-based foam to environmentally friendly castor oil foam for the 2013 Ford Escape’s instrument panel. Suffering from a 30 percent scrap rate, the team—from Ford, Faurecia (instrument panel suppler), and BASF (foam supplier)—used the physics of foam formation and sensitivity-based designed experiments to scientifically determine root cause and develop improvement actions. Actions resulted in a sustained scrap rate of 0.1 percent.
Minera Saucito
Zacatecas, Zacatecas, Mexico
The objective of this project was to improve silver recovery without affecting gold recovery or the quality conditions of the concentrates by using the DMAIC approach, process mapping, linear regression, DoE, automation, and statistical control. The effort was supported by teamwork and stakeholders. The increase in efficiency and effectiveness in the recovery enabled revenue generation of US$20 million per year.
End to End Lean Workout in Mortgage
Richardson, TX, USA
Faced with increasing competition in the U.S. mortgage industry, Genpact enabled its client, a leading originator, to reduce origination turnaround time by 41 percent, which increased origination cycles by 3.9 per year and generated $150.2 million in business impact for the client. A diverse team utilized Lean Six Sigma methodology and tools to discover root causes, identify corresponding solutions, and implement improvements that were recognized by the client as delivering revenue-generating capability.
Transforming Order to Cash Process
Johannesburg, South Africa
The team successfully carried out an order-to-cash process transformation project for a multinational beverage company by analyzing people, process, and technology levers across the organizational cross-functions using Lean Six Sigma methodology, a robust change management framework, and strong project management methods. The project improved weighted-days-to-collect from 59.9 days to 49.4 days, positively impacting cash flow by $19.6 million and recovering potential bad debt of $6.4 million. It also helped create efficiency and effectiveness as well as establish controls to sustain performance.
RQuest4
Singapore
This project focused on eliminating water wastage from washing activities in public housing. Using PDCA to identify and validate areas for improvement, the team succeeded in reusing 100 percent of the drained-off water, resulting in zero water wastage and enhanced water management. This allowed the Housing and Development Board (HDB) to meet the target in the Singapore Sustainable Blueprint, shaping Singapore into a more sustainable living environment. HDB estates also achieved a Green Mark Award for sustainability in the built environment.
Process Engineering
Louisville, KY, USA
Humana Pharmacy Solutions – RightSource (RS) is rapidly growing and is competing with ever changing markets by raising standards with quality concepts and new technologies. RightSource Process Engineering team incorporated integrated model of lean, six sigma and PDCA to streamline the process and system gaps. Project utilized wide range of quality tools including 5 Whys, Pareto, FMEA, and Box Plots to identify process improvement opportunities. Rapid Process Improvement initiatives exceeded the baseline goal that resulted in 32 % improvement in productivity and considerable reduction in costs”.
Team Blitz
Kuala Lumpur, Wilayah Persekutuan, Malaysia
This project focused on improving the payment processing cycle at a branch office. Using PDCA methodology and various tools such as cause and effect diagram, 5 Whys, and multivoting, the team managed to reduce the payment cycle time by more than 50 percent. The results included improved employee morale and increased personnel marketability from experiences gained throughout the project duration.
Team Katwalk
Kuala Lumpur, Wilayah Persekutuan, Malaysia
To ensure a sustainable and safe working environment, the company has institutionalized a culture of “going down to the ground”, focusing on office facilities and maintenance matters. Using quality tools such as Ishikawa diagram and Pareto chart, the team designed an innovative mobile application that automates the entire process which enables systematic recording, tracking, reporting and closures on findings. This led to 99.6% reduction in processing time and cost efficiency savings of USD 68K annually.”
Gd Haze
St. Louis, MO, USA
Gadoversetamide is an MRI contrast agent, manufactured by Mallinckrodt Pharmaceuticals. Turbidity in the final product solution was investigated from several perspectives over the course of a 10-year period. In 2012, a multidisciplinary Six Sigma team was formed to determine the root cause. It was traced to an impurity in the raw material, which could be reduced by doubling the reaction time. The next 12 batches passed the turbidity specification, yielding $250,000 in annual cost avoidance.
Proactive Retention Team
Gurgaon, Haryana, India
This project addresses the progression of company-customer relationships and demystifies why customers let go of their precious investments and simply walk away. The project impacted each and every stakeholder of Maxlife. Generating revenue of more than US$77 million and additional renewal premium income of US$100 million, this is a fascinating story of combining the systematic data-based understanding of the customer’s world and translating that into business benefits.
Movistar Express
Buenos Aires, Argentina
This project focused on improving the customer selection process of Movistar Express products. Goals were achieved using Lean Six Sigma DMAIC methodology. The project team achieved savings of US$9.8 million per year by reducing the customer transference process error rate from 14 percent to 1.5 percent. Additionally, this process improvement allowed Movistar Express product development, increasing the customer base by 400,000 and achieving US$115 million per year in extra income.
Belong, Grow, and Remain
Buenos Aires, Argentina
This project focused on reducing turnover of customer service agents in Movistar’s 57 stores. Goals were achieved by using Lean Six Sigma DMAIC methodology. The project team achieved savings of US$132,000 per year by reducing premature turnover from 38 percent to 13.7 percent, and maintaining the working environment.
Ball Nut 1 Rev
El Marques, Queretaro, México
This project focused on eliminating a failure mode called ball nut 1/rev by using the fast x methodology. The team utilized statistical tools such as correlation plots, part swap, multivary, two-sample t-test, and DoE to get statistically based conclusions. The project results included an improved scrap cost of $12.5/piece, 95 percent production compliance to schedule, and US$400,000 in annual savings.
Inspection Process Redesign (AQuA)
Chicago, IL, USA
This project focused on reducing the manual inspection costs associated with a map creation process. Using the DMADV methodology, the team employed measurement system analysis, quality function deployment, DoE, Pareto chart, affinity diagram, multivoting, and a number of other valuable tools for designing the final improvement recommendations. The improvement provided the potential for a 2.5 million euros in cost reduction by creating a qualification and inspection process across the organization.
PTT Oil BU Team
Chatuchak, Bangkok, Thailand
Tuesday, May 6
This project focused on improving the ordering and payment process by introducing a payment method called “direct approve.” By following PDCA, cost of quality was utilized for project selection, whereas process flow analysis, kaizen, Pareto diagram, pros and cons analysis, and ECRS were applied to identify root causes and final solution. As a result, direct approve increased customer satisfaction, eliminated credit risk, reduced processing time, and potentially saved up to US$2 million per year.
Selamat Hull
Singapore, Singapore
This project tackles propeller cone defects for Singapore Navy frigates. The team used the PDCA approach to solve the problem while aligning to its organizational goals. Methods and tools like Gantt chart, Pareto analysis, cause and effect analysis, decision matrix, SCAMPER, and tree diagram were used to uncover root causes and generate solutions. The problem was overcome and the team achieved its organizational goal of logistic support to ships. A cost savings of approximately $1.6 million was generated.
High Performance Team
Belo Horizonte, Minas Gerais, Brazil
The project focused on a benchmark reduction of iron ore pellet production costs, providing a fuel savings of US$4 million per year. Based on DMAIC methodology, a multiskilled team employed multivariate analyses, correlations, and Pareto charts in order to detect root cause. Additionally, a valuable quality tools box was used to recommend improvements and new SOPs to the complex set of furnace fans. An industrial DoE helped guarantee the pellet quality optimized.
L6S Maintenance Team
Belo Horizonte, Minas Gerais, Brazil
This team used DMAIC methodology to reduce maintenance downtime in conveyor belts due to misalignment and roller changes in the loading system. SIPOC, Pareto, 5 Whys, RCA, process map, prioritization, and effort-impact matrices resulted in the system operating at maximum capacity with an increase in revenues of US$2.6 million. The result was supported by reduction of downtime from 13.4 to 2.03 hours per month, reduction of corrective maintenance up to 90 percent, and improvement in contractors’ SLAs to 93 percent.
Reliable Asset Team
Belo Horizonte, Minas Gerais, Brazil
The project goal was to design an asset’s performance measurement process that would enable easy identification of low-performance assets and reduce time waste, especially in handling data to support the decision process. Using the DMADV methodology the team applied SIPOC, QFD matrix, gemba walking, attribute agreement analysis, Pugh’s matrix, CAP model, and risk diagram. The improvement provided a 29 percent potential reduction in the time waste and enabled the low performance asset failure mode’s identification easy.
JCYM Continuous Improvement Team
Shanghai, China
This project focused on improving a flatness-testing system. Utilizing the DMAIC, Kepner Tregoe, and TRIZ methodologies, the team employed affinity diagram, Ishikawa diagram, I&D matrix, hypothesis test, DoE, and a number of other valuable tools for root cause identification and final improvement recommendations. The improvement provided the potential for a US$2.5 million cost reduction by optimizing the flatness-testing process and adjusting the fixture that guarantees accuracy of result.
Stryker Assembly Core Team
West Valley City, UT, USA
This team began its lean journey with a recently formed core team. The initial focus was consolidation of a manufacturing area into a smaller space to bring in new product lines. The team also wanted to improve its core metrics, which included improving labor efficiency, yield, lead time, and increased output. Results included floor space reduced by 60 percent, new product lines brought in, and all goals met or exceeded beyond highest expectations.
TCS FORE™ Power
Mumbai, Maharashtra, India
This project is aimed at enhancing vendor satisfaction for a regulated utility customer. Using FORE™ methodology, a combination of internal/external benchmarking, and a set of leading practices along with quality tools of Pareto, cause and effect, and 5 Whys analysis for root cause and solution identification. This resulted in improving vendor satisfaction from 78 percent to 94 percent with the annual savings of $1 million, thereby enabling the organization to sustain the market leadership.
Litchfield Tube Mill Team
Litchfield, MI, USA
This project focused on reducing scrap by 50 percent from a stainless-steel, tube-forming process. The team followed a Six Sigma DMAIC approach to achieve an annual cost savings of $220,000 and utilized tools such as Pareto charts, YX diagrams, process mapping, gage R&R, statistical test of proportions, ANOVA, ROI, and others for solution identification and final improvement recommendations. The project impacted the organization’s procedures for product testing, tracking, and setup.
Science and Engineering Capability Team
Lund, Skane, Sweden
This project focused on developing engineering capabilities within Tetra Pak. A capability is the integration of people’s competences and their processes, methods, and tools. Following change management principles and the steps of a business transformation process, the team shared knowledge and experiences across units, built on existing capabilities, and developed new ones. The project resulted in a 30 percent increased score in measurements of engineering capabilities and a visible change in the way the team works.
Matter of Time
Buenos Aires, Argentina
This project addressed the process for handling the addition, deletion, or modification of customer access to the company’s systems. It affects more than 20,000 users of 256 systems and handles more than 500 requests per week. With Six Sigma methodology, the team increased punctuality from 36 percent to 95.2 percent, reduced error rate from 10 percent to 0.05 percent and reduced processing time from 26 to less than three days while achieving an annual economic benefit of US$346,500
Iberia Business Unit
The project focused on advancing the company’s quality culture by improving food safety management in its fountain business. Applying FMEA, SIPOC, process mapping, and DMAIC as the main methodologies, supported by other valuable tools such as brainstorming and cost/benefit analysis, the team identified a list of improvement opportunities. The implemented action reached outstanding results: reduced customer complaints by 75 percent, improved the quality index from 91 percent to 92 percent, and increased the equipment renewal by 3 percent.
Contact Zone
Córdoba, Argentina
This problem-solving project dealt with a transmission failure detected during road tests before the launch of a new VW light commercial vehicle (Saveiro). This team applied the 8D methodology, using DoE, Ishikawa diagram, priority matrix, finite elements analysis, simulations, and FMEA among other tools. As a result, the failure was solved and the launch date was met, avoiding 100 million euros in potential corporate losses, 7 million euros in potential warranty claims, and 3 million euros in machinery investment.
Improving Delivery Health Index
New Delhi, India
It is often difficult for business leaders to evaluate the health of operations having multiple and diverse SLAs. Wipro measures operational health by composite health index comparing similar/diverse lines of business, and striving toward holistic delivery improvement. This project involved extensive DMAIC-based analytics and development of differentiated IT solutions transforming the client healthcare processes, superseding the defined MBO of business. The improved process realized $6 million in financial benefits for a client transforming its E2E business model.
