International Team Excellence Award

2014 International Team Excellence Awards: Winners and Finalists Presentations

Adecco

Adecco

Operations Audit and Quality Team
Melville, NY, USA
Monday, May 5
10:00 a.m. - 11:00 a.m.
Location: Cortez A

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.

Adecco Team

 



 
Airbus Helicopters

Airbus Helicopters, Inc.

Lean Six Sigma-DCR
Grand Prairie, TX, USA
Tuesday, May 6
2:45 p.m. - 3:45 p.m.
Location: Cortez B

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.

Airbus Helicopter Team

 



 
ABInBev

Anheuser-Busch InBev

Global Lean Deployment Initiative
St. Louis, MO, USA
Tuesday, May 6
4:00 p.m. - 5:00 p.m.
Location: Cortez D

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.

ABInBev Team

 



 
Avea

Avea Iletisim Hizmetleri A.S.

BaSIC
Istanbul, Turkey
Tuesday, May 6
9:15 a.m. - 10:15 a.m.
Location: Cortez B

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.

Avea Team

 



 
Baxter

Baxter BioScience

Los Angeles Operational Excellence Team
Los Angeles, CA, USA
Monday, May 5
10:00 a.m. - 11:00 a.m.
Location: Cortez D

Baxter BioScience’s residual filter aid DMAIC problem-solving team reduced production delays from 340 hours to zero hours, eliminated the impact on product fulfillment, and eliminated the generation of events related to residual filter aid from 34 to zero. The results of this project are expected to lead to a cost avoidance of $3.4 million. The team engaged employees to improve processes and solve multiple problems in team-based approaches using Lean Six Sigma methodology.

Baxter Team

 



 
Bayer Health Care

Bayer de México, Santa Clara Site BHC-PS-AH

Asuntol Liquid
Ecatepec, Estado de México, México
Monday, May 5
1:30 p.m. - 2:30 p.m.
Location: Cortez C

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.

Bayer Team

 



 
Dubal

Dubai Aluminium

DUBAL Green Team
Dubai, United Arab Emirates
Monday, May 5
10:00 a.m. - 11:00 a.m.
Location: Cortez B

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 Green Team

 



 
Dubai

Dubai Aluminium

DUBAL Stub Repair Reduction Team
Dubai, United Arab Emirates
Tuesday, May 6
9:15 a.m. - 10:15 a.m.
Location: Coronado B

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.

DUBAL Stub Repair Reduction Team

 



 
firstsource

Firstsource Transaction Services, LLC

RMO- Reducing Cost of Paper & Shipping
Salt Lake City, UT, USA
Monday, May 5
1:30 p.m. - 2:30 p.m.
Location: Cortez B

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.

irstsource Team

 



 
Ford

Ford Motor Company

Instrument Panel Scrap Reduction Team
Dearborn, MI, USA
Tuesday, May 6
10:45 a.m. - 11:45 a.m.
Location: Cortez A

“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.

Instrument Panel Scrap Reduction Team

 



 
Fresnillo

Fresnillo plc

Minera Saucito
Zacatecas, Zacatecas, Mexico
Monday, May 5
5:30 p.m. - 6:30 p.m.
Location: Coronado B

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.

Fresnillo Team

 



 
Genpact

Genpact

End to End Lean Workout in Mortgage
Richardson, TX, USA
Tuesday, May 6
4:00 p.m. - 5:00 p.m.
Location: Coronado B

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.

Genpact MortgageTeam

 



 
Genpact

Genpact

Transforming Order to Cash Process
Johannesburg, South Africa
Monday, May 5
5:30 p.m. - 6:30 p.m.
Location: Cortez B

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.

Cash Process Team

 



 
Housing and Development Board

Housing and Development Board

RQuest4
Singapore
Tuesday, May 6
2:45 p.m. - 3:45 p.m.
Location: Cortez D

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.

Housing and Development Boar Team

 



 
RightSource

Humana Pharmacy Solutions – RightSource

Process Engineering
Louisville, KY, USA
Monday, May 5
3:00 p.m. - 4:00 p.m.
Location: Cortez C

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”.

RightSource Team

 



 
Khazanah Nasional

Khazanah Nasional Berhad

Team Blitz
Kuala Lumpur, Wilayah Persekutuan, Malaysia
Tuesday, May 6
10:45 a.m. - 11:45 a.m.
Location: Cortez B

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 Blitz

 



 
Khazanah Nasiona

Khazanah Nasional Berhad

Team Katwalk
Kuala Lumpur, Wilayah Persekutuan, Malaysia
Monday, May 5
3:00 p.m. - 4:00 p.m.
Location: Cortez D

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.”

Team Katwalk

 



 
Mallinckrodt

Mallinckrodt Pharmaceuticals

Gd Haze
St. Louis, MO, USA
Monday, May 5
1:30 p.m. - 2:30 p.m.
Location: Cortez D

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.

Mallinckrodt Team

 



 
Max Life

Max Life Insurance Co. Ltd.

Proactive Retention Team
Gurgaon, Haryana, India
Monday, May 5
10:00 a.m. - 11:00 a.m.
Location: Coronado B

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.

Max Life Team

 



 
Movistar

Movistar

Movistar Express
Buenos Aires, Argentina
Tuesday, May 6
10:45 a.m. - 11:45 a.m.
Location: Cortez D

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.

Movistar Team

 



 
Movistar tgestiona

Movistar/tgestiona

Belong, Grow, and Remain
Buenos Aires, Argentina
Monday, May 5
3:00 p.m - 4:00 p.m.
Location: Cortez A

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.

Movistar/tgestiona Team

 



 
Nexteer Automotive

Nexteer Automotive

Ball Nut 1 Rev
El Marques, Queretaro, México
Monday, May 5
5:30 p.m. - 6:30 p.m.
Location: Cortez A

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.

Nexteer Team

 



 
Nokia

Nokia HERE

Inspection Process Redesign (AQuA)
Chicago, IL, USA
Tuesday, May 6
10:45 a.m. - 11:45 a.m.
Location: Coronado B

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.

Nokia Team

 



 
PTT Public Company Limite

PTT Public Company Limited

PTT Oil BU Team
Chatuchak, Bangkok, Thailand
Tuesday, May 6
2:45 p.m. -3:45 p.m.
Location: Cortez C

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.

PTT Oil BU Team

 



 
Republic

Republic of Singapore Navy

Selamat Hull
Singapore, Singapore
Monday, May 5
3:00 p.m - 4:00 p.m.
Location: Cortez B

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.

Republic  Team

 



 
Samarco

Samarco Mining

High Performance Team
Belo Horizonte, Minas Gerais, Brazil
Monday, May 5
1:30 p.m. - 2:30 p.m.
Location: Cortez A

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.

High Performance Team

 



 
Samarco

Samarco Mining

L6S Maintenance Team
Belo Horizonte, Minas Gerais, Brazil
Tuesday, May 6
9:15 a.m -10:15 a.m.
Location: Cortez A

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.

L6S Maintenance Team

 



 
Samarco

Samarco Mining

Reliable Asset Team
Belo Horizonte, Minas Gerais, Brazil
Tuesday, May 6
4:00 p.m - 5:00 p.m.
Location: Cortez B

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.

Reliable Asset Team

 



 
JCYM

Shanghai Johnson Controls Yanfeng Seating Mechanisms Co., Ltd.

JCYM Continuous Improvement Team
Shanghai, China
Tuesday, May 6
4:00 p.m. - 5:00 p.m.
Location: Cortez A

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.

JCYM Continuous Improvement Team

 



 
Stryker Neurovascular

Stryker Neurovascular

Stryker Assembly Core Team
West Valley City, UT, USA
Tuesday, May 6
2:45 p.m. - 3:45 p.m.
Location: Coronado B

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.

Stryker Assembly Core Team

 



 
Tata Consultancy Services

Tata Consultancy Services Ltd.

TCS FORE™ Power
Mumbai, Maharashtra, India
Monday, May 5
3:00 p.m. - 4:00 p.m.
Location: Coronado B

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.

TCS FORE™ Power Team

 



 
Tenneco

Tenneco

Litchfield Tube Mill Team
Litchfield, MI, USA
Monday, May 5
5:30 p.m. - 6:30 p.m.
Location: Cortez D

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.

Tenneco Team

 



 
Tetra Pak

Tetra Pak Packaging Solutions

Science and Engineering Capability Team
Lund, Skane, Sweden
Tuesday, May 6
9:15 a.m. - 10:15 a.m.
Location: Cortez C

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.

Science and Engineering Capability Team

 



 
tgestiona

tgestiona

Matter of Time
Buenos Aires, Argentina
Monday, May 5
10:00 a.m. - 11:00 a.m.
Location: Cortez C

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

tgestiona Team

 



 
Coca-Cola

The Coca-Cola Company

Iberia Business Unit
Madrid, Spain
Tuesday, May 6
2:45 p.m. - 3:45 p.m.
Location: Cortez A

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.

Coca-Cola Team

 



 
Nielsen

The Nielsen Company

NSO Cycle Time Reduction Team
Oldsmar, FL, USA
Tuesday, May 6
9:15 a.m. - 10:15 a.m.
Location: Cortez D

The goal of this project was to create a stable production cycle while building a scalable model for global deployment. Quality and cycle time issues were identified using the DMAIC methodology, and the team was able to achieve a 50 percent cycle time reduction and soft savings of nearly $1 million. Business intelligence software and data visualization played a major part in overcoming adoption issues, as the team addressed geographical and cultural challenges to implement sustainable process improvements.

Nielse Team

 



 
Volkswagen

Volkswagen Argentina – Córdoba Plant

Contact Zone
Córdoba, Argentina
Monday, May 5
5:30p.m. - 6:30 p.m.
Location: Cortez C

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.

Volkswagen Team

 



 
Wipro

Wipro Limited

Improving Delivery Health Index
New Delhi, India
Tuesday, May 6
10:45 a.m. - 11:45 a.m.
Location: Cortez C

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.

Wipro Team

 

Case Studies

Clean Approach Saves Global Pharmaceutical Drug Manufacturer Time, Money
A team-based Lean Six Sigma project at Mallinckrodt Pharmaceuticals in St. Louis, Mo. aimed to reduce equipment cleaning time. Using a variety of quality tools, including process mapping, brainstorming, and root-cause analysis, the team created a new cleaning procedure. Meeting all objectives, the project resulted in significant annual cost savings for the company. Read the executive summary.
April 2014

Lean Project Helps Colorado DOT Provide Disaster Response Following Historical Flood
When flood waters ravaged portions of Colorado in September 2013, countless federal, state, and municipal government workers sprang into action helping citizens. A months-long repair project for the Colorado Department of Transportation (CDOT) and its state highway system would have likely taken longer had it not been for the performance of one Lean improvement project team. See an executive summary of the case study, or download Lean Project Helps Colorado DOT Provide Disaster Response Following Historical Flood (PDF, 297 KB).
March 2014

New Zealand Port Company Stems Tide of Overdue IT Tickets
The Ports of Auckland aimed to reduce the number of IT call tickets that are not completed within agreed-upon timeframes. The organization initiated a Six Sigma project using tools to improve customer service, communication, and prioritization. As a result, the project realized a 50 percent reduction in past-due IT tickets during a sustained period. See an executive summary of the case study, or download New Zealand Port Company Stems Tide of Overdue IT Tickets (PDF, 219 KB).
January 2014

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.
February 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.
 

2013 International Team Excellence Award Finalists - Project Summaries

2012 International Team Excellence Award Finalists - Project Summaries


Submission Guidelines
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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