International Team Excellence Award

Recent Winner Presentations

2013 SILVER LEVEL WINNERS

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.

Download Presentation (PDF, 19.5 MB)
QCI 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.

Download Presentation (PDF, 5.9 MB)
telefonica Team

2013 BRONZE LEVEL WINNERS

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.

Download Presentation (PDF, 7.7 MB)
Continental 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.

Download Presentation (PDF, 2.8 MB)
Oshkosh 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.

Download Presentation (PDF, 7.1 MB)
Valuable Engineering Team

2012 GOLD LEVEL WINNER

Tgestiona

Tgestiona

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.

Download Presentation (PDF, 18 MB)
Telefonica-team

2012 BRONZE LEVEL WINNERS

Alcoa

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.

Download Presentation (PDF, 4 MB)
Alcoa Team


 
Anheuser-Busch

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


 
CSX
GE

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.

Download Presentation (PDF, 17.2 MB)
CSX Team


 
NRO

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.

Download Presentation (PDF, 4 MB)
NRO Team


 
Reliance

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.

Download Presentation (PDF, 15 MB)
RIL-Hazira Team


 
Ritz-Carlton

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.

Download Presentation (PDF, 888 KB)
Ritz-Carlton Team

PAST PRESENTATIONS

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2012 International Team Excellence Award Finalists - Project Summaries


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