International Team Excellence Award

2013 International Team Excellence Awards: Winners and Finalists Presentations

Anheuser-Busch

AB InBev - Cervecería y Maltería Quilmes

UNG Team
Quilmes, Buenos Aires, Argentina

Based on DMAIC methodology, the project focused on the improvement of soft-drink business profitability through increasing non-sugar mix. Root causes were determinated and validated through tools such as Sipoc, Process Mapping, FMEA, Fishbone, Series plots, Correlations and 2 sample tests among others. The strategy implemented provided a potential for an annualized benefit of USD 385.000 through strengthening core line products and attacking new market trends.

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UNG Team

 



 
Baxter

Baxter Healthcare Corporation

BioScience Operational Excellence Team

Baxter manufactures quality products that save and sustain lives. The team identified that order fulfillment dates were being missed, and cycle time was trending negatively. We used DMAIC, Value Stream Mapping and analysis, A3 Management, and Basic Statistical approaches that resulted in a significant increase in fulfillment levels and reduction in cycle time.

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Baxter Healthcare Team


 
citi power

CitiPower/Powercor

Smart-Meter Feild Deployment Quality Team
Melbourne, Victoria, Australia

This project involved the development of a “smart” risk-based compliance auditing and control system for the deployment of 1.2 million electricity smart-meters. The PDCA methodology was used in conjunction with the Prince 2 project management framework to evaluate, develop and implement the final computer-aided solution. Results have included an estimated $2.7 million (AUD) saving in forecast rework, safety and regulatory costs and an estimated $1.1 million (AUD) saving in direct inspection costs.

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COdt

Colorado Department of Transportation

Over Size Over Weight Process Improvement Team
Denver, Colorado, United States of America

The lean event focused on the safety of Colorado's traveling public. The objective was to find a way to reduce error rates and increase communication across the department. They used risk assessments, interviews with the customers, and fishbone diagrams. Other tools and techniques were used to problem solve and resolve conflicts that arose during the Lean event. The improvements identified helped to increase communication, reduce safety risks, and build relationships.

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CODoT Team


 
Continental Automotive
Continental Guadalajara

Commercial Vehicles Continuous Improvement Team
Tlajomulco de Zuñiga, Jalisco, Mexico

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.

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Continental Team


 
GM

General Motors

Red X Close Loop Learning Team
Milford, MI, United States

The Red X team identified organizational problems concerning closed looped lessons learned. Through value stream mapping, PDCA, Red X problem solving, and weighted decision tables, the team developed a process to improve validation that stresses physics over fixes and increased communication through governance in the closed loop learning process. Execution of this process will improve reliability performance and increase customer satisfaction. With this new process, actionable physics based learning increased by 60%.

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GM

General Motors

Global Warranty Parts Analysis Centers
Warren, MI, United States

The global warranty parts analysis initiative was started at the end of 2010 when a new purchasing strategy was developed.  The team utilized several quality tools including value stream mapping, plan do check act and other waste elimination tools to develop a very strong, consistent process.  Key wins from this project are, warranty reduction, speed of issue resolution in addition to running the process on five continents.

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genpact

Genpact

Corporate Finance - Quality Team
Gurgaon, Haryana, India

The “Time-to-Bill” project was kicked off as part of the top priorities for our CEO – to improve the company”s Days Sales Outstanding. We utilized a combination of Lean, Six Sigma and Re-engineering methodologies to drive enterprise-wide change in the Billing sub-processes, systems, and people’s ownership of the metric. The program led to a sustained improvement and business impact of $ 3.6M (increased cash flow) and $260K (bottom-line) in the current year and further potential year-on-year.

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Genpact


 
genpact

Genpact

Revenue Cycle Management (RCM) Transformation Team
Gurgaon, Haryana, India

This transformation journey aimed to streamline revenue-cycle operations of a Healthcare manufacturing major to improve bottom-line financial performance. It delivered ~2M USD margin savings through the application of Lean Six Sigma and Change Management tools. Collection recoveries improved 2% above what was considered as Best in Class performance.

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Genpact2


 
HBD

Housing & Development Board

Thinkers Innovation & Quality Circle
Singapore, Singapore

This project focused on improving the construction process for electrical installations in public housing flats. Using PDCA methodology, the team employed Lotus Blossom, Pareto chart and the Cause-and-Effect diagram among other valuable tools for root cause identification and final improvement recommendations. This resulted in the development of an innovative “Easy Panel” system, resulting in potential savings of about $118 000 per annum, shortening the construction process and improving site productivity.

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Housing Team


 
Humana

Humana RightSourceRx

Humana RightSourceRx Process Improvement Team
Glendale, AZ, USA

This project focused on reducing rework in the Prescription intake and processing process for a mail order Pharmacy. Utilizing the DMAIC methodology, the team employed, Process mapping, Pareto chart, cause-and-effect diagram, FMEA and hypothesis testing, and a number of other valuable tools for root cause identification and final improvement recommendations. The improvements resulted in a 50+% reduction in process rework.

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Humana Team


 
Mallinckrodt

Mallinckrodt Pharmaceuticals

Team Mallinckrodt
St. Louis, MO, USA

This Lean Six Sigma project targeted equipment cleaning time. DMAIC “Define” showed 2000-gallon tanks filled with water, heated, agitated, then drained – three times / five individual tanks. "Analyze" revealed that a sea change was required. Elevated to DMADV, "Design" utilized FMEA, DOE, 5S, Kanban, Mistake-Proofing, and Process Mapping for an entirely new procedure. Jet-action sprayballs, fast-response heat exchanger, and simplified rinse were piloted, then validated to "Verify" that the process consistently cleans to predetermined specifications, to save $1MM/year.

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MaxLife

Max Life Insurance Co. Ltd.

Project Unnati
Gurgaon, Haryana, India

“Unnati” means ”Progress” and this project is really about progression in the relationship of a company with its customers. The daunting challenge for this project team was to win back disillusioned customers. Also to demystify, why customers let go of their precious investments and simply walk away. Generating a revenue of over 15 million USD, a fascinating story of combining the systematic data based understanding of the customer”s world and translating that into business benefits.

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Max Life Team


 
MINDEF

MINISTRY OF DEFENCE, SINGAPORE (MINDEF)

Angel Wing
Singapore, Singapore

The Skyblade III mini-Unmanned Aerial Vehicle's (mUAV's) Flight Control Card (FCC) may heat up beyond its operating temperature when operaing in hot weather or processing large amounts of data. Inspired by the idea of computer's electronics modules cooled using blower fans, Team Angel Wing designed and built a portable cooling kit to introduce airflow inside the mUAV's fuselage. This solution has increased the equipment operational readiness by eliminating flight delays caused by FCC overheating, achieving annual cost savings of $54,162 for the organization.

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MINDEF Team


 
UoS

National University of Singapore

Law and Order
Singapore, Singapore, Singapore

This project aims to improve the ordering and claiming process of law books in National University of Singapore Libraries. Adopting the DMAIC methodology, the team utilized Pareto chart, Ishikawa diagram, Failure Modes & Effects analysis, Tree diagram and Selection Matrix to review the current situation, determine root causes and implement solutions to attain a targeted key performance indicator. The resulting shorter processing time and increased research productivity reaped an estimated annual time-cost savings of S$19,000.

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Nokia

Nokia HERE, Location Content

Map Content Reship Reduction and Delay Prevention
Chicago, IL, United States

This project”s goal was to reduce reships and delays of map navigation products by 25%. Reships and delays directly impact customer satisfaction and revenue. A global cross-functional team developed a framework using RCA and DMAIC to drive product, process and testing improvement. The project exceeded its goal reducing reships by 61% and delays by 90%, saving over 900K Euros. Market share grew 2 points enabling Nokia to remain the navigation leader in the automotive market.

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nokia Team
 


 
HP

Oshkosh Defense

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.

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Pruksa Real Estate

Pruksa Real Estate Public Company Limited

QCI Team
Bangkok, Thailand

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.

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QCI Team


 
Pruksa Real Estate

Pruksa Real Estate Public Company Limited

Valuable Engineer Team
Bangkok, Thailand

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.

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Valuable Engineering Team


 
RIMS

Ramaiah Institute of Management Studies

Research Productivity Team
Bangalore, Karnataka, India

The project focused on improving Research Productivity that is critical in higher education. Starting with the Voice of the Customer, Benchmarking Data, the work of scholars, research indices and deploying a number of quality tools from root cause analysis to advanced statistical testing and validation methods, the team was able to achieve the project objective and beyond. From being nothing three years back, we now figure among the top 350 research schools in the world.

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RIMS Team


 
Reliance

Reliance Industries Limited, Hazira

Process Excellence Team
Surat, Gujarat, India

RIL is one of the largest producers of PSF (Polyester Staple Fiber). One PSF Plant at RIL Hazira was operating at 456 MTD capacities. Compared to newer facilities, this plant was becoming less competitive. The challenge to the manufacturing team was to make the current plant more productive without any capital investment. Through Six Sigma Methodology, creating excellent team dynamics, the group successfully executed the turnaround project, increasing plant capacity to a whopping 500 MTD.

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NAVFAC


 
Reliance

Reliance Industries Limited

Reliance Quality Excellence Team
Bharuch, Gujarat, India

RIL, one of the largest worldwide producers of polyethylene, recently restarted its production of UHMPE, an innovative petrochemical product and strong polymer, widely used as a substitute to stainless steel in different applications. UHMPE currently enjoys the largest growing market in India compared to all other polymer products. Since the startup, many quality challenges have developed. However, utilizing nearly 10 quality control tools, the problems were resolved within 18 months of plant operation.

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Reliance QE Team


 
Suzlon

SE Blades Limited, A SUZLON Group Company

Rotor Blade Q-CREDITS
Pune, Maharashtra, India

Team adopted DMAIC methodology for “Wind Turbine Blade Molding Cycle Time Reduction”. Different tools such as Multiple Activity Chart, Elemental analysis, VA/NVA analysis, Design of experiment, Response Surface Methodology and Quick setup method were used for Root Cause Analysis, Solution development & deployment. Over all 33.2% cycle time reduction is achieved along with saving of USD 175 per Blade.

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Rotor Blades Team


 
polytechnic

Singapore Polytechnic

FineTuners
Singapore, Singapore

This Innovation Quality Circle project resulted in the highly effective lighting control device “i-Save” widely deployed in Singapore and Malaysia to date. Many IQC tools plus the people-oriented Design Thinking technique focused the team on the most purposeful and meaningful project to benefit our educational institution and many public organizations. “i-Save” is a small device retro-fitted to standard fluorescent light fittings. It reduces energy wastage through subtle adjustment of light output according to people traffic.

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Polytechnic Team


 
Telefonica

Telefonica de Argentina

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.

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telefonica Team


 
telus

TELUS

Process Improvement Centre of Excellence
Burnaby, British Columbia, Canada

The purpose of Customer Commitments Met was to improve the on time arrival for customers waiting for service from our technicians. This area was identified as a large opportunity to meet TELUS corporate priority of putting customers first. Utilizing tools including the Pugh process/impact and effort matrixes/statistical sampling and capability analysis, we developed the final improvement solutions. The results have included increased customers” likelihood to recommend our services, increased employee engagement, and operational savings.

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TELUS Team


 
Boeing

The Boeing Company

Threaded Pin Installation Process Improvement Team
Long Beach, ca, USA

Focused on improving the method of inspecting the final installation of fasteners, the team used brainstorming, and cause and effect analysis to identify improvement opportunities. Once implemented, solutions yielded a user friendly procedure, new measuring gage for single point inspection, significantly reduced time required to validate 20,000 installed fasteners, 130 hours of inspection time saved, and 160 hrs of repair time avoided, totaling 290 hours saved per aircraft, a cost avoidance of $365,000 per year or $ 1.46M for the remaining contract.

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Boeing Team


 
coke

The Coca-Cola Company

“Water for the Future” A Water Reuse Project
Atlanta, GA, USA

Approximately 60% of the 300 billion liters of water used annually in the Coca-Cola system’s 900 bottling plants is for rinsing, heating and cooling—not beverages. To enhance efficiency, the Company devised a scientifically rigorous approach to recover and reuse this water, potentially saving 100 billion liters annually. The global problem-solving team used the Plan-Do-Check-Act approach to assess the situation, design and test options, and refine the system to meet or exceed drinking water standards.

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coke Team


 
vanguard

Vanguard

Brokerage Corporate Actions
Malvern, PA, USA

This project focused on improving voluntary corporate action announcement and response collection effectiveness. Utilizing DMAIC and Design for Six Sigma, the team employed gage R&R, Pareto charts, hypothesis testing and process design to identify root cause of defects and design an improved process model recommendation. The improved process supported key organizational goals by reducing financial risk through a reduction in errors of 59% while improving the client experience through an 18% reduction in cycle time.

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vanguard team


 
vanguard

Vanguard

Fund Treasury Services
Malvern, PA, USA

Moving money is inherently one of the riskiest processes at Vanguard. Before this process improvement, Vanguard's Money Movement Unit executed 1,100 daily wire transactions totaling $20 to $25 billion dollars. The financial crisis created an environment of bank sensitivity which manifested in decreased payment timeliness, resulting in risk to Vanguard”s funds. Improvement implementation reduced payment dollars by 60 percent, total number of payments by 30 percent, and saved Vanguard $480,000 in annual bank fees.

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vanguard team


 
wipro

Wipro BPO

Quality & Process Excellence Team
New Delhi, New Delhi, India

Wipro provided business process outsourcing services, including finance & accounts, order management and procurement services, to a global telecom giant. The project, which emanated from Business CTQ parameter of Cash Flow Planning and Treasury Forecasting, was undertaken at a Wipro facility in Timisoara, Romania. The project incorporated a variety of quality and statistical tools, which aided in studying process end-to-end, base-lining performance and checking process stability. The project successfully yielded the client significant financial benefits.

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wipro Team


 
tanfeng

Yanfeng Visteon Automotive Electronics Co., Ltd

One Team One Platform
Shanghai, Shanghai, China

This project will demonstrate why and how the team changed nonstandard ATE (Automation Test Equipment) to standard ATE platform and successfully replicated it at the manufacturing plants of YFVE with great teamwork and quality tools. Project results include total savings of $4.5 million; 67% reduction in ATE downtime; 60%, Improvement in ATE Technical Capability with 5 patents, 12.8% improvement in customer satisfaction and 25.8% improvement in employee satisfaction.

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Yanfeng 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.
 

2012 International Team Excellence Award Finalists - Project Summaries


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