Weaving a Quality Network
This project addressed the construction of sites to provide cell phone coverage in Argentina. The team was able to increase the rate of quality of works from 0% to 99%, to reduce the ratio of defects from 900 defects/100 works to 5 defects/100 works and to reduce effective work time to 54% through the application of Lean Six Sigma DMAIC methodology, accelerating revenue streams by more than $2.7 million (USD) per year. The team had its own interdisciplinary members and participants of our external suppliers.
Download Presentation(PDF, 10 MB)
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.
Download Presentation(PDF, 14.7 MB)
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
Download Presentation(PDF, 12.3 MB)
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.
Download Presentation (PDF, 15.2 MB)
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.
Download Presentation (PDF, 9.34 MB)
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.
Download Presentation (PDF, 12.8 MB)
JCYM Continuous Improvement Team
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.
Download Presentation (PDF, 11.2 MB)
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.
Download Presentation (PDF, 10.0 MB)
This project focused on reducing the construction quality problem in residential projects. Team use Lean-Six Sigma technique to find out the root causes and apply manufacturing control technique as final improvement to solve the problem in construction process. As result of the improvement, the construction quality problem was decreased by 80%, providing potential saving $4.6 million by reducing of rework.
Download Presentation (PDF, 19.5 MB)
Connected on Time
Buenos Aires, Ciudad Autónoma de Buenos Aires, Argentina
This project focused on improving installation and connection time using microwave radio links. Goals were achieved using Lean Six Sigma DMAIC methodology. The project team achieved savings of $425,000 USD per year by reducing installation times from 78 days to 44, and satisfying all the service level agreement indicators at about 95 percent, helping to improve the image of the company and the service provided to its customers.
Download Presentation (PDF, 5.9 MB)
Through the use of Six Sigma tools and the TRIZ methodology, the team was able to solve a commercial vehicle gauge issue. The team”s work has resulted in an annual savings of $406,267 and increased inventory output. Following the success of the commercial vehicle gauge product, the team received a quality customer award and continues to work on organization-wide projects.
Download Presentation (PDF, 7.7 MB)
LVSR Leak Reduction Team
Oshkosh, WI, USA
This problem solving project is about reducing leaks on the Logistics Vehicle System Replacement or (LVSR). When Oshkosh Defense’s customer told them there were oil leaks on their vehicles, the team was formed to fix the problem. The team used Oshkosh”s standard problem solving process to address multiple root causes and developed a system to quickly identify the tightening standards all hoses and fittings.
Download Presentation (PDF, 2.8 MB)
Valuable Engineer Team
Product Design is the important step for new product launching process. For this project, the design team applied Lean-Six Sigma Tools to diagnose the root causes and improve the Delay launching of Residential projects. As result of the improvement, the House Delivery Time was reduced from 329 to 148 Days, this provided Potential US$994,070 Cost saving per Annum by reduction of rework, and also reduced a huge number of customer complaint.
Download Presentation (PDF, 7.1 MB)
Type of Team: Six Sigma
Capital Federal, Buenos Aires, Argentina
Highly applicable to different service industries, this project encircled more than 1,000 delivery points in Argentine territory to solve logistical problems. Goals were achieved using Six Sigma methodology and DMAIC. The project team achieved savings of $630,000 USD per year by reducing unusual deliveries from 53 to one, and satisfying all the service level agreement indicators at about 95 percent, helping to improve the image of the company and the service provided to its customers.
Download Presentation (PDF, 18 MB)
Transformation to the Core
Type of Team: Lean
Morristown, TN, USA
The Ceramic Core Excellence Team drove significant culture change. Using A3 thinking to define its target, the team used process management, workflow designs, and DMAIC to achieve target conditions. The project team improved delivery time by 63 percent, reduced the OSHA recordable rate by 23 percent, and reduced cost by 26 percent annually. In addition, the PPM defect rate went down 52 percent, and employee absenteeism was reduced by 30 percent.
Download Presentation (PDF, 4 MB)
Liner Continuous Improvement Team
Type of Team: Improvement
Oklahoma City, OK, USA
The Liner Continuous Improvement Team was formed to optimize placement of the liner compound used to create an airtight seal on cans. Following a standardized improvement team process, several designed experiments determined how to successfully optimize the compound placement. These innovations reduced the possibility of potential quality issues and reduced cost while maintaining efficiency.
Download Presentation (PDF, 2.6 MB)
CSX – GE Fuel Conservation Team
Type of Team: Six Sigma
Jacksonville, FL, USA
CSX Transportation and General Electric partnered in a fuel and emissions conservation project that documented an astounding 6.9 percent fuel savings for their pilot trains and a potential 390,000-ton reduction in greenhouse gases annually. Using the DMADV project discipline, the team executed multiple pilots to validate the results. This project improves the air we breathe and reduces our dependency on an increasingly scarce natural resource.
Download Presentation (PDF, 17.2 MB)
Media Services Center
Type of Team: Six Sigma DMAIC
Chantilly, VA, USA
Using Six Sigma DMAIC methodology, this project was implemented to facilitate critical communications, reduce production defects, and implement sustainable improvements to the process of gathering, creating, and managing customer requirements. Accuracy rose from a baseline sigma of 1.5 to 3.3, which is a 96.96 percent improvement score. Project creation average cycle-time decreased by seven minutes, generating significant cost savings, and customer satisfaction scores rose from 97.8 percent to 98.7 percent.
Download Presentation (PDF, 4 MB)
Type of Team: Six Sigma
Surat, Gujarat, India
Reliance is the largest polyester POY producer in the world. The challenge was to increase POY production without incurring any capital expenditure, and to earn higher revenue by utilizing available polymer capacity. Different tools such as mind mapping, cause-and-effect matrix, theory of constraints, simulation model, FMEA, SCRAMPER, and DOE were used. The team achieved annual savings of $3.1 million and increased productivity. This modification was also incorporated in other sites of reliance and future projects.
Download Presentation (PDF, 15 MB)
Housekeeping Defect Reduction Project
Type of Team: 6 Step Defect Reduction – Room Supply Missing
Coconut Grove, FL, USA
The project team used The Ritz-Carlton’s six-step problem-solving process over five weeks to diagnose the cause of defects in the housekeeping department, specifically missing room supplies. By applying the principles of 5S and improving training and inspections processes, the team reduced defects by 50 percent in the first year and additional reductions in the second year. The project also reduced the cost of guest supplies by 25 percent through better inventory controls and management. The approach and results for this project have been shared throughout Ritz-Carlton.
Download Presentation (PDF, 888 KB)
We converted the presentations to PDF, so please disregard any Powerpoint directions in the files.