International Team Excellence Award



Alcoa, Inc.

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.

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Alcoa Team



Altos Hornos de México C.V.

G. de M. No Planos
Type of Team: Six Sigma (DMADV)
Monclova, Coahuila, Mexico

Offering its steel products to the construction, food, and automotive manufacturing industries, this project’s goal was to reduce manufacturing costs. There were savings of 9 MMUSD per year since 2009. The team also reduced energy and resource consumption, reduced emissions, and helped improve the company’s image.

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Anheuser-Busch InBev

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.

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Anheuser-Busch Team

BJC Healthcare

BJC Healthcare

Pressure Ulcer Prevention Team
Type of Team: Lean Improvement
St. Louis, MO, USA

In April 2010, three unit teams participated in an event to develop standard criteria for hospital-acquired pressure ulcer prevention. Each team participated in a local rapid improvement event to integrate the criteria within patient care and workflow processes. It resulted in a combined decrease of 58 percent (p value = <.02) of ulcer occurrence.

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BJC Team


The Boeing Company

C-17 Nose to Fuselage Join Improvement Team
Type of Team: Improvement
Long Beach, CA, USA

The C-17 fuselage has benefitted from multiple, successful improvement projects. A new project was initiated to determine the root cause and resolve the team’s latest joint alignment issue. Root cause identification and correction requires womb-to-tomb process knowledge and a structured reasoning approach. Utilization of the ASQ ITEA process criteria as a foundational project template, lean methodology, advanced quality metrology methods for large structures, and simulations facilitated the team’s success.

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Boeing Team


CGI Federal

Inspection by Design
Type of Team: Lean Six Sigma
Fort Campbell, KY, USA

This project focused on improving the automotive inspection program. Utilizing the DMAIC methodology, the team employed gage R&R, Pareto chart, cause-and-effect diagram, 5 whys, multi-voting, and a number of other valuable tools for root cause identification and final improvement recommendations. The improvement provided the potential for a $1.6 million USD cost reduction by creating an easily reproducible inspection program that guarantees uniformity across all operations.

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CGI Team

Continental Automotive

Continental Automotive System (Tianjin) Co., Ltd.

The Great Wall
Type of Team: Six Sigma
Tianjin, TJ, China

The Great Wall team focused on reducing customer returns. The team implemented Six Sigma and DMAIC. Customer complaints were high at 1,200 PPM defects. The new process had less than one defect from a shipment of 10,000, and the total saving was higher than $13,000 USD per year.

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Continental-China Team

Continental Automotive

Continental Automotive Systems Corporation

Cornerfill Team
Type of Team: Six Sigma
Icheon-city, Gyeonggi-do, South Korea

The Cornerfill Team’s objective was to enhance solder strength on an assembly process. The team launched a new process through benchmarking and developed new epoxy material to maintain good adhesion level under SMD process. The project achieved increased solder strength and cost savings of about $771,000 USD.

Continental-South Korea Team


CSX Transportation/General Electric

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.

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CSX Team


Firstsource Solutions Limited

WebPay Improvement Team
Type of Team: Six Sigma
Amherst, NY, USA

The WebPay improvement project, developed by the team, improved the total customer experience and the number of payments taken on the virtual collections website. This resulted in an increase of $880,000 USD in client revenue and $380,000 USD to Firstsource revenue over a 12-month period. Intangible benefits included building key collaborations, encouraging a process excellence focus and data-driven culture to sustain results, and driving further successful Six Sigma programs.

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FirstSourcel Team


Ford Motor Company

Electrical Variability Reduction Team
Type of Team: Six Sigma
Ricardo Rojas (ex Gral Pacheco), Buenos Aires, Argentina

The challenge was customer dissatisfaction due to dead batteries, and the goal was to increase battery voltage capability by 70 percent and reduce 70 percent of discharged batteries. Six Sigma methodology and tools were used to identify the root cause and solve it.

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Ford-Argentina Team


Ford Motor Company

Six Sigma Team Body Construction Saarlouis VO
Type of Team: Six Sigma
Saarlouis, Saarland, Germany

A complex body construction production process challenged this team, which chose DMAIC as the appropriate discipline. The team achieved a savings of $700,000 USD per year and reduced defects by 15 percent at the beginning (based on 3,000 opportunities) to zero defects (actually based on 1,500,000 opportunities), documenting the power of a cross-functional team using DMAIC, working together with the suppliers, breaking down barriers, and demonstrating the power of Six Sigma by results.

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Ford-Germany Team


Ford Motor Company

Team Ford - Body Engineering
Type of Team: Six Sigma
Dearborn, MI, USA

Six Sigma DMAIC discipline was used to solve a paint quality defect on hood panels of the Ford Explorer. Through use of the y=f(x) cascade, measurement systems analysis, hypothesis testing for attribute and continuous data, and graphic analysis, employees tackled the issue. Results from the project included an increase in the paint shop’s first-time-through metric to 98.6 percent, a reduction of $400,000 USD in nonvalue-added labor, and the assembly plant meeting full vehicle production targets.

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Ford-USA Team


General Motors

Technical Problem Solving Team
Type of Team: Continuous Improvement Team
Milford, MI, USA

This project shows how seemingly different tools can be complementary. The team was able to leverage the power of lean while protecting critical creative and adaptive strategic needs. The resulting improvements include a 368 percent and 169 percent improvement in two critical processes. These improvements resulted in the ability to increase by two and one half times the number of quality improvements the team was able to deliver to General Motors vehicles and to its customers.

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GM Team


HCL Technologies

Operational Excellence with
a Human Face Team

Type of Team: Lean and Six Sigma team
Chennai, Tamil Nadu, India

This project applies production and psychological theories to BPO, focusing on reducing order turnaround time from 24 hours to four hours while simultaneously improving from a 95 percent quality score to a 99.5 percent score in an outsourced complex global order management process. These led to improvements in the visibility, velocity, and reliability of the client’s global supply chain, giving identifiable bottom-line benefits of $10 million USD per year.

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HCL Team


Hewlett Packard

The HP Way
Type of Team: Six Sigma
Guadalajara, Jalisco, Mexico

This project team comprised of team members from India, Mexico, the United States, Poland, and England focused on the HR shared services organization that, among other things, provides the human talent to the whole company. Using DMAIC and innovation tools, this project aimed at improving the performance of the “on-time hirings” for the United States, which went from 65 percent to more than 98 percent, completely eliminating complaints from clients and legal risks. Additionally, the project yielded $108,000 USD in annual savings and created a paperless process.

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HP Team


Housing & Development Board

Type of Team: Innovation & Quality Circle
Singapore, Singapore

The sand ban by Indonesia has affected Singapore’s construction industry severely, including housing and development since its construction of public housing required reinforced concrete, which is made from sand and granite. Using reengineering techniques the team achieved significant reduction in building concrete usage, thereby minimizing disruption to the building program and overcoming sand shortage issues in the long term.

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HDB Team


Ministry of Defence (MINDEF)

Five Stars
Type of Team: Work Improvement Team

This project aimed to improve the process of removing a part from an engine to send it for repair/service by the OEM. After finding the root cause using the PDCA methodology and QC tools, a solution was found that led to substantial cost and time savings and delighted partners from Fleet.

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National Reconnaissance Office

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.

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NRO Team


NAVFAC - Navy Medicine - HDR - Clark/McCarthy

Replacement Naval Hospital Camp Pendleton
Type of Team: Construction Project Team
Camp Pendleton, CA, USA

Drawing on the best practices and improvement initiatives within the construction industry and government, a composite team consisting of hand selected members of Naval Facilities Engineering Command (NAVFAC) Southwest, Navy Medicine West, HDR Architects Inc., and Clark/McCarthy Joint Venture set out to program, design, construct, and commission a new, state-of-the-art, $500 million, 1-million-square-foot Naval Hospital campus at Camp Pendleton, CA. The team created and implemented a groundbreaking strategy to reconstruct the entire project delivery timeline and adapt internal business practices and organizational structure to not only meet but exceed the unprecedented performance objectives, as well as setting a new course for the execution of large, complex projects within NAVFAC and Navy Medicine, as well as a new standard of care for Our Nation’s Warriors.

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Pruksa Real Estate

Pruksa Real Estate Public Company Limited

Pruksa Excellence Team
Type of Team: Continuous Improvement Team
Phayathai, Bangkok, Thailand

To increase home construction capacity and improve quality, the Pruksa Excellence Team used Six Sigma methodology and lean. Initial data shows a big improvement — 67 percent in capacity and an increase of more than 70 percent in quality. These numbers help the team to easily convince all stakeholders to implement these solutions. This project saved the company more than $1.13 million per year and contributed to improved working relationships and a new way of managing real estate in Thailand.

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Pruksa Team


Ramaiah Institute of Management Studies

Type of Team: Radical Improvement Team
Bangalore, Karnataka, India

Ninety-eight percent of students in a business graduate program cite employability as the primary criterion, but studies show only 25 percent of students graduating are employable. In response, the Employability team undertook a comprehensive project to improve placement quality, attract star recruiters, ensure students receive offers quickly, enhance salary levels, retain employers, attract new recruiters, and earn revenue from placement. A variety of tools yielded results, including an unprecedented $90,000 USD revenue from placements.

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Reliance Industries Ltd. Dahej

RQUET- Reliance Quality Excellence Team
Type of Team: Improvement Team
Dahej, Gujarat, India

The RQUET- Reliance Quality Excellence Team team addressed the application of simulation tools to optimize the cooling water flow to the plant process while increasing plant production and improving energy efficiency at the 400 KTA Gas Cracker Plant (GCU) plant.

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RIL-Dahej Team


Reliance Industries Ltd. Hazira

Mission Excellence
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.

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RIL-Hazira Team


The Ritz-Carlton, New Orleans

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.

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Ritz-Carlton Team


Suzlon Energy Limited

India Business — Tamil Nadu — OMS — QIP Team
Type of Team: Six Sigma
Pune, Maharashtra, India

Using proven DMAIC methodology, this project addressed the goal of improving availability of turbine for power generation. The study and implementation, completed on 46 machines, resulted in reduced interventions. The project outcome is applicable to more than 5,000 installations in India with total potential of $700,000 USD per year. The savings have proved to be a morale booster for the team.

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Suzlon Team


Telecom Personal SA

Activate is Winning
Type of Team: Process Improvement Team
Ciudad Autónoma de Buenos Aires, Capital Federal, Argentina

An increased volume of business customers led to longer activation times, inefficiencies, and increased billing claims. To achieve the project objective of reducing mean activation time to less than three days, tools such as flowcharts, histograms, decision matrixes, control charts, and hypothesis tests were used. Time reduction, increased customer satisfaction, and cost savings of more than $200,000 USD resulted.

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Telecom Team


Telefonica Argentina

Keeping the Pieces Connected
Type of Team: Six Sigma
Capital Federal, Buenos Aires, Argentina

Looking to solve reconnection problems, this team project encircled more than 108,000 customers with these problems. Goals were acheived using Six Sigma methodology and DMAIC discipline. The project team achieved a savings of $1 million USD per year by reducing the reconnection lead time from more than three days to less than 14 hours, and reducing inbound calls by more than 23 percent, to improve the image of the company, the service provided to its customers, and the internal teamwork.

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Delivering Quality
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.

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Tropic Isles

Tropic Isles Elementary

Tropic Isles Data Miners
Type of Team: Improvement Team
North Fort Myers, FL, USA

The Tropic Isles Data Miners team was developed to increase student academic performance and improve customer satisfaction/employee engagement. As a result, third grade improved in math from 81 percent of students meeting or exceeding standards in 2007 to 94.9 percent in 2010. Reading and writing also improved. Student satisfaction increased from 82.6 percent in 2008 to 95.7 percent in 2011. Workforce satisfaction increased from 86 percent in 2008 to 96 percent in 2010, which exceeds the results of a Florida Baldrige recipient.

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Tropic Isles Team


URS Federal Services

TOCDF VPP Element Owner Team
Type of Team: Voluntary Protection Program Leadership Team
Stockton, UT, USA

This annual project known as the Element Owner Program is focused on employee involvement through a team approach to self assessment. All levels of employees are involved. Results include a safety recordable injury rate below .5 percent, and more than 12 million man hours worked without a lost-time accident. Workers compensation claims have dramatically decreased and this program has empowered personnel to commit to quality standards and personal safety.

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URS Team


Wyndham Consumer Finance

Red Pill
Type of Team: Lean Improvement
Las Vegas, NV, USA

This project focused on the telesales component of selling vacation packages to customers. It was identified that 30.7 percent of vacation packages sent to potential customers (by telesales) were not finalized, resulting in $3 million USD in lost revenue annually. Utilizing the DMAIC methodology, the team identified that 95 percent of the problem was due to customers not signing and returning documents. An e-signature solution shortened mailing time, reduced non-return rate, and error-proofed the signature process. Control charts, box plots, and hypothesis tests validated the success of the solution, and $3,094,341 USD was added to revenue.

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Wyndom Team

Case Studies

Quality Strategy Improves Business School Placements (PDF, 103 KB)
Using competitive benchmarking and quality tools, Ramaiah Institute of Management Studies improved job placement results for its students, decreasing the number of interviews required to secure a position and increasing the mean salary offer, while also adding a new source of revenue for the organization.
March 2013

Ford Team Uses Six Sigma to Reduce Costs While Improving Environmental Impact (PDF, 332 KB)
A cross-functional team at a Ford Motor Co. site in Saarlouis, Germany, used Six Sigma to reduce paint expenditures, achieving a $2 million annual savings.
December 2011

Ford Team Project Builds Relationships, ImprovesQuality (PDF, 427 KB) 
When pre-launch reviews of the Ford Fiesta pointed to concerns about the quality of the vehicle's carpet, a team of Six Sigma Black Belts turned to design of experiments (DOE) to improve the carpet manufacturing process. The team redesigned the process in just two weeks, improving carpet quality and strengthening Ford's relationship with the supplier. 
September 2011

Reducing Check Returns With Six Sigma (PDF, 681 KB)
A Firstsource Advantage cross-functional team used Six Sigma to reduce the check return rate for a top client by more than 20 percent over a six-month period.
April 2011

Service Provider Improves Client's Metrics With Six Sigma (PDF, 480 KB)
Firstsource Solutions used Six Sigma to reduce a retail mortgage client's turnaround time to approve applications, boosting the client's revenue by 6.9 million pounds.
April 2011

No Evil Lasts More Than 96 Hours (PDF, 342 KB)
Using Six Sigma and quality tools, a Movistar Argentina improvement team reduced defects in the posting of customer payments by 50 percent, shortened the time needed to post payments from seven minutes to three seconds, decreased average allocation time from five to two days, and reduced rework by 68 percent.
March 2011

Barnes-Jewish Hospital Enhances Quality Patient Care by Embracing Lean (PDF, 530 KB)
The organization-wide lean curriculum at Barnes-Jewish Hospital combines an education program for all employees with focused improvements in value streams.
November 2010

Negative Press Motivates Impossible Mission (PDF, 390 KB)
Telefónica’s Impossible Mission team used a Six Sigma approach to increase on-time payments to media suppliers from two percent to 97.5 percent.
November 2010

Quality Revolution Reduces Defects, Drives Sales Growth at 3M (PDF, 392 KB)
By combining Lean Six Sigma and a Top-200 customer focus, 3M improved its belt fabrication processes. The improvement team reduced defects in parts per million by a factor of 28 times as sales increased by 54 percent.
November 2010

Teaming Up With Six Sigma to Improve Accuracy and Customer Satisfaction (PDF, 326 KB)
A Firstsource Solutions Six Sigma improvement team used the define, measure, analyze, improve, and control (DMAIC) approach to improve accuracy rates for a client’s enrollment forms. The client passed a regulatory audit, avoiding a financial penalty, and the team became a finalist in the 2009-10 International Team Excellence Award competition.
November 2010

Six Sigma Improves Productivity, Adds Financial Value (PDF, 588 KB)
Using a team-based Six Sigma approach, Firstsource Advantage improved collection call center productivity and added $250,000 in financial benefits. The improvement team earned finalist honors in the 2009-10 International Team Excellence Award competition.
November 2010

Critical Elements for Major Improvements
The MEDRAD packaging area’s Critical Elements improvement team used Six Sigma, brainstorming techniques, and a solution priority chart to reduce annual expenses by $160,000, eliminate excessive overtime, and reduce reliance on temporary workers.
September 2010

It’s a Matter of Time: Ship Servicers Use Quick Kaizen to Shorten Long Turnaround (PDF, 236 KB)
A team at the Yokosuka Calibration Laboratory, U.S. Naval Ship Repair Facility and Japan Regional Maintenance Center, used a series of kaizen events to shorten service lead time by 68 percent. The team qualified as a finalist in ASQ’s 2008 International Team Excellence Award process.
November 2009.

Piecing Things Together: Better Materials Organization Improves Ship Repair Service (PDF, 276 KB)
Employees at the Sasebo production shop of the U.S. Naval Ship Repair Facility and Japan Regional Maintenance Center used a lean 5S approach to establish a new way of managing their materials inventory. The team reduced time spent looking for parts by 80 percent and qualified as finalists in ASQ’s 2008 International Team Excellence Award process.
November 2009.

Texas District Uses Peer Assessments to Measure Scorecard Achievement (PDF, 194 KB)
The Aldine Independent School District’s peer review assessment model has received state and national recognition as a best practice for performance improvement. The model helps the district gauge the level of deployment for strategic goals, objectives, and action plans.
October 2009.

Optimizing Purchasing Processes Saves $1 Million (PDF, 258 KB)
Can a change in purchasing processes for the most basic manufacturing components, like bolts, actually lead to $1 million in savings? For an MWM INTERNATIONAL Motores Six Sigma improvement team, the answer is a resounding yes.
July 2009

Three improvement teams from the Singapore Housing and Development Board (HDB) qualified as finalists in ASQ’s 2008 International Team Excellence Award process.
June 2009

R. L. Polk & Co.: Making Every Issue the Only Issue (PDF, 191 KB)
Annual customer surveys for R. L. Polk & Co. identified opportunities for improvement in customer contact and issue resolution. By following the same steps for every issue and performing full root cause analysis for 100 percent of issues, Polk increased operational excellence and improved customer satisfaction.
February 2009.

Improving Productivity Through Lean Six Sigma Warehouse Design (PDF, 190 KB)
A Lean Six Sigma improvement team at New Breed Logistics employed quality tools such as value stream mapping, PICK charts, and the 5 Whys to increase product flow and meet customers’ packaging requirements. As a result, overtime decreased by 30 percent, productivity increased 5 percent, shipping accuracy reached 100 percent, and customer satisfaction improved, leading to additional business.
February 2009.

Medical Device Manufacturer's Continuous Improvement Approach Reduces Errors in Records (PDF, 236 KB)
Using a three-tiered approach that included technology-, process-, and people-related solutions, MEDRAD reduced errors in product history records by 26 percent.
February 2009.

Streamlined Enrollment Nets Big Results for Healthcare Leader (PDF, 193 KB)
Kaiser Permanente Colorado used Lean Six Sigma to evaluate and improve Medicaid enrollment processes. A three-month project resulted in a 45 percent gain in Medicaid membership while increasing Medicaid revenue by more than $1 million annually.
January 2009.

Contacts That Count (PDF, 205 KB)
Instant online access for ASQ members and subscribers.
A process improvement team used Lean Six Sigma tools to improve member contact rates by 65% at a healthcare support company. The effort earned the team a silver award in ASQ’s International Team Excellence competition.
January 2009.

On the Right Track: Rail Company Reduces Expenses with Six Sigma (PDF, 182 KB)
An improvement team at rail company CSX Transportation qualified as a finalist for ASQ’s 2008 International Team Excellence Award with a project focusing on train and engine expenses and accuracy in employee pay. The Six Sigma project led to annual savings of $1.4 million, with further reductions in waste resulting in $5.1 million in savings in 2007.  
September 2008.

Incredible Journey (PDF, 406 KB)
Instant online access for ASQ members and subscribers.
To eradicate injury rates and workers’ compensation costs, a Boeing C-17 team embarked on a world-class safety journey. Brainstorming, benchmarking and fishbone diagrams helped identify root causes and the solution.
June 2008. 

It All Ties Together (PDF, 541 KB)
A locomotive company refused to sit idly by, knowing a significant amount of diesel fuel was being wasted. Using quality tools, a company team found a way to conserve fuel and save millions of dollars. The team earned the Bronze Award at the 2007 International Team Excellence Competition.
May 2008.

A Gold Medal Solution (PDF, 148 KB)
Instant online access for ASQ members and subscribers
Boeing's C-17 stuffed tailcone team took home a prize for eradicating unsafe working conditions. The final solution eliminated safety hazards and reduced budget hours by more than 300%
March 2008.

Quality Tools, Teamwork Lead Boeing Team to a System Redesign (PDF, 191 KB)
A team from Boeing, as well as members of the Air Force and suppliers, worked to fix the C-17's inert gas generating system that previously needed constant repairs. The outcome was a 7,400% increase in system reliability and reduced initialization time.  The group was one of three teams to earn a silver medal in the 2007 International Team Excellence Competition.
November 2007.

Agency Files Away Inefficiency, Saves Taxpayers a Bundle (PDF, 228 KB)
One of the three silver medal winners in the 2007 International Team Excellence Competition created a solution that has the potential to save Florida taxpayers more than $18 million over time.
October 2007.

Employees Fuel Productivity Gains, Enhanced Service at U.S.–Japan Shipyards
This collection of case studies highlights several successful quality-improvement initiatives at the U.S. Naval Ship Repair Facility and Japan Regional Maintenance Center (SRF-JRMC) Yokosuka and its Sasebo detachment. Using quality tools and techniques, workers have made significant improvements to many key processes and facilities.
April 2007.

Siemens VDO Optimizes Processes Using Six Sigma (PDF, 185 KB)
Six Sigma is one of five pillars supporting the Siemens VDO quality strategy. The company earned global recognition for its use of Six Sigma when one project team earned the Bronze Award in the 2006 International Team Excellence Award competition.
February 2007.

Case Study: Reliance Industries Limited Wins Team Excellence Award Competition (PDF, 262 KB)
See how a team from India used quality tools to reduce waste and production costs while creating a cleaner environment.
November 2006.

Regional Team Approach Helps Energy Company Enhance Safety, Avoid Costs (PDF, 165 KB)
Xcel Energy’s Denver operation reduced accidents by 48% in one year and saved the company an estimated $714,000 over a 24-month period.
August 2006.

Baxter International Wins Team Excellence Award Competition (PDF, 126 KB)
Implementation of Lean techniques results in more than 70% improvement in overall cycle time.
Summer 2005.

2005 Gold Winner - Baxter International Case Study (PDF, 575 KB)

2005 Silver Winner - Reliance Industries Case Study (PDF, 288 KB)

2005 Bronze Winner - United Space Alliance Case Study (PDF, 137 KB)

Fidelity Wide Processing Wins Team Excellence Award Competition (PDF, 103 KB)
Continuous improvement journey boosts profits while fostering employee engagement.
Summer 2004.

Submission Guidelines
(PDF, 511 KB)
Overview Download Brochure Case Studies Winners’ Presentations Video Highlights
2014 Conference Recordings 2015 Conference Site

The Global Impact of Quality
2014 World Conference on Quality and Improvement May 5 – 7, 2014  |  Dallas, TX