Great Ormond Street Hospital for Children: Ferrari’s Formula One Handovers and Handovers From
Surgery to Intensive Care (PDF, 136 KB)
Great Ormond Street Hospital for Children (GOSH) benchmarked its handoff from cardiac surgery to
the intensive care unit against pit stop techniques of the Ferrari Formula One race car team. Process
improvements resulted in increased patient safety and decreased error rates.
Excerpted from chapter 10 of Benchmarking for Hospitals: Achieving Best-in-Class Performance
Without Having to Reinvent the Wheel, by Victor E.Sower, Jo Ann Duffy, and Gerald Kohers.
Community Health Network Reduces Deadly Infections Through Culture of Reliability (PDF, 223
Community Health Network (CHN) has achieved stunning results in reducing cases of ventilator-
associated pneumonia (VAP) using specific bundles of care. Four of the network’s critical care or
coronary care units have reported no cases of VAP for at least two years, and one unit has eliminated
all cases of this deadly infection since December 2003.
Best Practices in Process Improvement (PDF, 235 KB)
The internet is revolutionizing process improvement projects by facilitating benchmarking, speeding
up data collection and putting people in contact with colleagues.
Emergency Department Prescribes Lean for Process Improvement (PDF, 179 KB)
When the Mercy Medical Center emergency department used lean techniques to improve process
flow, patient satisfaction scores rose from the 30th to the 95th percentile. Value stream mapping
helped identify and eliminate non-value-added steps.
St. Luke’s Hospital Breaks Out of the Pack to Improve Patient and Physician Satisfaction (PDF, 238
Since implementing its Baldrige-based “breaking out of the pack” strategy, St. Luke’s Hospital has
improved patient satisfaction scores from the 49th to the 90th percentile. The hospital was named a
Press Ganey Success Story recipient in 2007 and a Silver Award winner in the Iowa Recognition for
Performance Excellence program.
Prescription for Community-Based Healthcare Includes ISO 9001 (PDF, 270 KB)
The Community Anticoagulation Therapy Clinic demonstrates how ISO 9001 principles can provide
a framework for a community model of care delivery and patient safety. Customer and provider
surveys demonstrate 100% satisfaction with the clinic, which uses a controlled document system
based on ISO 9001, internal and external auditing, and preventive and corrective action plans.
Pocono Medical Center: Faster Lab Results Using Six Sigma and Lean (PDF, 188 KB)
A Six Sigma/Lean project helped a laboratory develop a solution for delivering blood test results to
doctors by 6 a.m. for critical care patients and by 7 a.m. for all other patients.
Bringing Order to Orders at the Nebraska Medical Center (PDF, 118 KB)
The Nebraska Medical Center used Six Sigma to improve the completeness and availability of
physician orders for patients; the project occurred within a Six Sigma program that has returned about
$7.5 million in savings.
Baldrige—Just What the Doctor Ordered (PDF, 230 KB)
For 2004 Malcolm Baldrige National Quality Award recipient Robert Wood Johnson University
Hospital Hamilton, patient satisfaction with nursing and nursing courtesy improved from 70% in
1999 to more than 90% in 2004, placing the hospital in Press Ganey’s 90th percentile.
Baxter International Wins Team Excellence Award Competition (PDF, 126 KB)
Implementation of Lean techniques results in more than 70% improvement in overall cycle time.
Rx for Improvement: A Case Study in an Outpatient Pharmacy (PDF, 89 KB)
Quality tools help decrease overall mean fill time by 44 minutes.
Dutch Hospital Implements Six Sigma (PDF, 61 KB)
Six Sigma implementation at Red Cross Hospital leads to savings while reducing invoicing mistakes
and patients needing intravenous antibiotics.
Leadership Development at Toronto Rehab: Aligning Thinking with Behavior (PDF, 97 KB)
Organization successfully integrates leadership development with its overall corporate strategy.
Surmounting Staff Scheduling Challenges at Valley Baptist Health System (PDF, 53 KB)
A project on staff scheduling led to an overall reduction in the hourly cost of overtime and agency
use, translating to $460 thousand in potential savings.
ASQ Six Sigma Forum, September 2003.
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.
Simplify and Unleash: One Bank’s Strategy for Growth Through Six Sigma (PDF, 187 KB)
A large retail bank used a Six Sigma strategy to simplify its retail division and remove incremental
costs. Improving core business processes through process and product elimination and through
process simplification resulted in $2.1 million in savings in just eight months.
Certifying the Certifier (PDF, 115 KB)
Over a three-year period, Quality Management Company (QMC) improved itself from the inside out
—and became ISO certified in the process. ISO 9001 provided QMC with a logical framework for
developing a quality management system.
Improved Response Time Increases Revenue for Global Lender (PDF, 154 KB)
A global lender was losing 40% of its applications for auto loans in Latin America, mainly due to
slow response times. Through the use of basic lean and Six Sigma tools, response times improved by
as much as 98%, and contract volume increased by up to 120%.
An Alternative Approach in Service Quality: An e-Banking Case Study (PDF, 238 KB)
Data from the National Bank of Spain show how the customer’s voice can be designed into its e-
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.
Child Protective Services Agencies Turn Data Into Action Using Quality Tools (PDF, 207 KB)
The Children’s Research Center’s SafeMeasures® service uses quality tools to help navigate data fog
and provide meaningful analysis. Results from agencies using the service demonstrate how the
availability of timely and useful data has dramatically improved the documentation, delivery and
monitoring of child protective services.
Improving Child Protective Services Using Quality Tools (PDF, 95 KB)
With the help of an ASQ Community Good Works grant, the Children’s Research Center is piloting a
training curriculum to teach data-driven improvement techniques to social service agency workers in
Santa Cruz County, California. By teaching a basic 10-step process for improvement, the center
equips social workers to overcome barriers created by complex state and federal regulations and
inefficient case management systems.
Maryland Not-for-Profit’s Process Improvements Lead to Award-Winning Success (PDF, 403 KB)
Since entering its first state quality award program in 2002, Chimes has received five awards in
Maryland and Delaware.
Quality Strategies Help Eliminate Likelihood of Serious and Deadly Injuries (PDF 5 MB)
An energy company was dismayed to learn that its fire-safety clothing wasn't adequate for workers
dealing with potentially deadly gas-line fires. The company used quality tools and methods to
quantify the dangers employees faced and the best ways to protect them. The result: A dramatically
safer work environment. NOTE: This PDF includes video clips of the burn tests conducted as part of
the company's research. The link above will give you access to a version that includes Quicktime
videos. If you have trouble viewing the clips, try viewing an alternate version of the PDF embedded
with Windows Media (2 MB) <!--[add “or Flash” when available ]--> videos.
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.
U.S. Air Force Earns High-Flying Results with Quality Management Specifications for Suppliers
(PDF, 181 KB)
Adopting ISO 9001 compliance as a sourcing criterion in its supplier selection process and requiring
suppliers' quality management representatives to become ASQ Certified Quality Auditors have saved
the Air Force millions of dollars and nearly eliminated critical defects in supplier products and
Shifting Quality Into High Gear (PDF, 201 KB)
Dallas area Lexus dealership’s close attention to small details keeps customers and employees happy.
The results have been so great, they plan to reapply for a Baldrige in five years.
Quality Progress, September 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.
IT Department Improves Processes to Detect More Defects Sooner (PDF, 79 KB)
Tufts Health Plan IT process improvements resulted in a 16% decline in defects identified in testing,
a 68% increase in peer reviews conducted as a quality check before production, and a 59% increase
in the number of issues identified in those peer reviews. (This case study appears as a section of the
Software Engineering Institute technical report "Performance Results of CMMI®-Based Process
Help Desk Improves Service and Saves Money With Six Sigma (PDF, 171 KB)
The help desk service for a telecom company launched a Six Sigma project to improve the quality of
its processes, reducing the average solution time for customers from 9.75 hours to 1 hour and
decreasing operating costs by 69%. August 2006.
Xcel Energy’s Natural Gas Services Risk Management Team Uses Quality Tools to Recover Millions
(PDF, 244 KB)
A risk management team reduced a potential $12.7 million payment default down to $114,000 while
improving process performance.
News for a Change, February 2006.
When It’s About Lasting Change… Process Improvement Is Almost Always the Last Option (PDF,
Shared Values culture helps a deregulated Midwestern utility company change image, improve
Improving Agency Performance and Service Delivery (PDF, 90 KB)
Performance-driven approach to government boosts State of Washington citizen satisfaction, leads to
top ranking from National Policy Research Council for state.
Flexibility at Work—Barclays UK Banking Centre (PDF, 58 KB)
Flexible working agenda improves sickness and attrition rates and leads to record-high staff
satisfaction survey scores.
Fidelity Wide Processing Wins Team Excellence Award Competition (PDF, 103 KB)
Continuous improvement journey boosts profits while fostering employee engagement.
Significance of Quality Certification: The Case of the Software Industry in India (PDF, 254 KB)
Results of an empirical study conducted in the software industry in India show that quality
certification helps in the implementation of TQM-based quality management programs and has an
impact on operational performance.
Quality Management Journal, January 2004.
Using the Baldrige Criteria to Assess Strategic Planning: A Case Study (PDF, 82 KB)
Pension Benefit Guaranty Corporation uses Baldrige criteria to assess strategic planning.
Print Perfect (PDF, 184 KB)
Branch-Smith Printing, a 2002 Malcolm Baldrige National Quality Award recipient, grew 72%
overall between 1998 and 2001.
AS 9100 Keeps Bosch Communications Flying High in Aerospace Industry (PDF, 283 KB)
In just 11 months, Bosch Communications earned certification to both ISO 9001 and AS9100, the
international quality management system standard for the aerospace industry.
Six Sigma Green, Black Belts Help Manufacturer Save Nearly $1.5 Million (PDF, 115 KB)
Green Belt efforts have resulted in hard savings of $1.2 million for Crown Equipment Corporation.
Black Belt efforts have brought $285,000 in hard savings, with more expected as projects proceed
At Genzyme, Training and Documentation Take Center Stage (PDF, 145 KB)
Genzyme Corporation’s associate director of training and documentation relies on best practices
sharing, knowledge mapping, and networking to help accomplish his primary job-related
responsibilities: communicate, analyze, and act. The skills he developed as a quality auditor and the
knowledge he gained from the certification process have remained applicable to the world of training
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.
Pall Corporation: A Profile in “Process Excellence” (PDF, 192 KB)
Pall Corporation’s “Process Excellence” combines lean, Six Sigma, dashboard metrics, and team
involvement. This combination ensures improvement efforts are aligned with business imperatives
and contributes to a culture of accountability.
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.
The Bug and the Slurry: Bacterial Control in Aqueous Products (PDF, 110 KB)
When a customer reported a problem using polycrystalline diamond (PCD) slurry supplied by
Warren/Amplex, collaborative teamwork uncovered the source and led to a solution within 72 hours.
Understanding recent changes not only in customer requirements but also in customer processes
proved to be key to the solution.
Agricultural Firms Gain Competitive Edge With USDA’s ISO 9001-Based Verification Program
(PDF, 528 KB)
The U.S. Department of Agriculture’s Process Verified Program uses the ISO 9001:2000 standard to
evaluate the quality management systems of agricultural businesses.
It’s in the Genes at Cummins (PDF, 132 KB)
Leveraging Six Sigma methods and tools, the Indiana based diesel maker successfully completed an
HR project involving a labor union.
Quality Progress, April 2007.
ISM Makes the Business Case for Social Responsibility (PDF, 119 KB)
The Institute for Supply ManagementTM
(ISM) shares research and tools to educate supply
professionals about the social, financial and ethical benefits of socially responsible behavior. This
case study includes ISM’s Principles of Social Responsibility.
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.
You Can Go Home Again (PDF, 138 KB)
The former chairman and CEO of Corning came out of retirement to turn around the company by
focusing on quality, values and Six Sigma’s DMAIC process.
Quality Progress, January 2007.
Cummins Inc. Saves Nearly $1 Billion with Six Sigma
• Six Sigma Saves Nearly $1 Billion, Key Customers, and a Company (PDF, 157 KB)
Since launching its all-encompassing Six Sigma program in 2000, Cummins Inc. has saved
nearly $1 billion through the completion of nearly 5,000 improvement projects.
• Cummins Six Sigma Project Results in a Smoother Ride for Dodge Ram Pickup (PDF, 299
A DMAIC project to reduce excessive vehicle vibrations for Cummins customer Daimler
Chrysler resulted in a 16% reduction in vibration levels and a 100% increase in first-year sales
of the Dodge Ram Mega Cab 4x4 pickup truck compared to projections.
• Cummins Capitalizes on Six Sigma to Minimize Long-Term Interest Rate Risk (PDF, 328
A Green Belt project in the Cummins treasury department used the DMAIC process to
optimize the company’s ratio of fixed to floating rate debt, saving $1 million annually.
Using Cost of Quality to Improve Business Results (PDF, 260 KB)
Since centering improvement efforts on cost of quality, CRC Industries has reduced failure dollars as
a percentage of sales and saved hundreds of thousands of dollars.
Next Level Leadership (PDF, 146 KB)
Texas Nameplate Co. is the first small business to receive the Malcolm Baldrige National Quality
A Recipe for Excellence (PDF, 265 KB)
The Bama Companies’ sales increased 70%—from $120 million in 1999 to more than $200 million
Six Sigma's Power to Save: A DMAIC Project Reduces Energy Consumption for Visible Savings
A Six Sigma DMAIC project reduced energy consumption levels by 28% and achieved yearly
savings of US $122,200 at a radiator manufacturing plant in Pune, India.
Six Sigma Forum Web Site, January 2005.
Project Leads to $1.65 Million in Annual Savings (PDF, 286 KB)
Improvement needed to meet rising demand for galvanized coils.
Six Sigma Forum Magazine, November 2004.
Stoner: Built on a Strong Foundation (PDF, 297 KB)
The implementation of Baldrige business criteria helped Stoner Inc. achieve a 400% growth in sales
Six Sigma: The Critical Link between Process Improvements and Business Results (PDF, 382 KB)
A delivery improvement case study from Pune, India, demonstrates how Six Sigma's focus on the
relationships among a project's business Y, customer Y, process Y and inputs (Xs) can achieve
Six Sigma Forum Web Site, October 2003.
Improving Customer Satisfaction through Six Sigma: A Paint Shop Case Study
A paint shop in Pune, India, achieved a fourfold improvement in quality levels in this four-month Six
The Honeywell Experience (PDF, 60 KB)
In 2002, Honeywell International Inc. had $1.2 billion in productivity improvement gains, a sizable
portion of which came from its Six Sigma Plus initiative.
Process Improvement at BOC Edwards (PDF, 77 KB)
This electronic gas filling facility used Six Sigma to reduce costs and improve quality.
Taking a Snapshot in Time: Pewaukee School District’s Approach to Baldrige-Based Award Program
(PDF, 101 KB)
The Pewaukee School District became the first K-12 district to receive a Mastery level award in the
Baldrige-based Wisconsin Forward Award (WFA) program. Pewaukee’s continuous improvement
activities extend beyond student learning to all corners of operations.
Wisconsin School District Captures State Quality Awards by Collaborating for Continuous
Improvement (PDF, 82 KB)
In 2004, Viking Elementary School in the Holmen School District became the first K-12 applicant for
the Baldrige-based Wisconsin Forward Award, earning a Proficiency level award. One year later,
Holmen Middle School captured a Wisconsin Forward Award at the Commitment level. The
district’s continuous improvement effort emphasizes the plan, do, study, act (PDSA) cycle and
Iredell-Statesville School District: Using Baldrige to Improve Teaching and Learning (PDF, 282 KB)
Iredell-Statesville School District shows how a sustained effort to use the plan, do, study, act (PDSA)
method and the Baldrige framework can bring results like improved reading scores and SAT scores.
Growing Indiana School District Stretches for Improvement Using Baldrige Model (PDF, 176 KB)
With test scores rising and new schools opening, the Westfield Washington School District, an ASQ
Educational Institution member, decided the time was right to take on greater challenges and reach
for higher levels of continuous quality improvement. The district submitted its first application for the
Malcolm Baldrige National Quality Award in spring 2007.
Iowa School District Charts the Path for Continuous Improvement Journey (PDF, 220 KB)
Introduced in 2006, the Cedar Rapids Community School District's continuous improvement
initiative uses the Malcolm Baldrige Criteria for Performance Excellence framework. Although it's
early in the journey, the district has already earned a bronze award in the Iowa Recognition for
Performance Excellence awards program.
Continuous Improvement in Public Schools Through ISO 9001:2000 (PDF, 276 KB)
Since Racine Unified School District achieved ISO 9001:2000 certification, the district has made
notable progress in closing the achievement gap between demographic groups in reading and math,
decreasing truancy and suspensions, and increasing parent satisfaction.
Illinois School District Makes the Grade (PDF, 163 KB)
Since Pekin District launched a Koalaty Kid program in 2000, standardized test results for the district
have consistently exceeded the state average, and two of its schools have earned No Child Left
Behind Blue Ribbon awards.
Henking Elementary Closes the Learning Gap (PDF, 113 KB)
Henking Elementary School used its Koalaty Kid program and the plan-do-study-act cycle to
improve student writing scores significantly over the course of one school year.
Nevada School District Saves Millions Through Process Management (PDF, 53 KB)
Clark County School District, the largest school district in America to be ISO 9001:2000 certified,
has accommodated a rapidly expanding student population while achieving $174 million in cost
avoidance and cost savings over 10 years.
Student Achievement Soars With Use of Quality Strategies (PDF, 53 KB)
The Kingsley Elementary approach to writing excellence can help schools targeted by No Child Left
Behind meet acceptable standards in one year. Using the Four Square writing method and the Koalaty
Kid program, Kingsley Elementary improved student scores on achievement tests by 49% in one year
and 68% over four years.
Oklahoma School District Goes Over the Top (PDF, 252 KB)
The Jenks public school district, a 2005 Malcolm Baldrige National Quality Award recipient, saw its
dropout rate decrease from 6.3% in 1999 to 1.2% at the close of the 2004 school year.
Improve Schools With Empowerment Based Models (PDF, 235 KB)
Enhanced logic model results in a three-phase initiative to improve curriculum and change classroom
practices at Sheboygan Area School District in Wisconsin.
Narrow Focus Provides Widespread Benefits (PDF, 176 KB)
Kenneth W. Monfort College of Business is the only business school to have received the Malcolm
Baldrige National Quality Award.
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
Help Desk Improves Service and Saves Money with Six Sigma (PDF, 171 KB)
A help desk service for a telecom company in Ecuador used Six Sigma to reduce their average
solution time from 9.75 hours to 1 hour and decreased operating costs by 69%.
Case Study Executive Summaries
SSM Health Care (PDF, 26 KB)
Market share increased by 18%
Saint Luke’s Hospital of Kansas City (SLH) (PDF, 29 KB)
Financial performance steadily increased for 3 years
Thibodaux Regional Medical Center (PDF, 26 KB)
Accounts Receivable project increased cash flow by $2,000,000
Baptist Hospital Inc. (PDF, 36 KB)
Overall patient satisfaction in the 99 th percentile
Bank of America (PDF, 26 KB)
Quality initiatives contributed $2 billion to both top and bottom line.
Bechtel (PDF, 36 KB)
Using Six Sigma, saved more than $200 million in 2002, an increase of $185 million over 2001.
U.I.C.I. (PDF, 26 KB)
In three years, showed savings of over $30 million in both hard and soft dollars by implementing
improvement ideas contributed by employees.
Pal’s Sudden Service (PDF, 36 KB)
Sales continued to increase in a downward-spiraling economy.
Caterpillar Financial Services Corporation U.S. (PDF, 69 KB)
Increased contribution to parent company from 5.6% in 1998 to 25% in 2003.
Boeing Aerospace Support (PDF, 70 KB)
Earnings have grown at a double-digit rate from 1999 to 2002 while annual revenue doubled
during the same period.
Pearl River School District (PDF, 73 KB)
Student and parent satisfaction increased to 92% and 96% respectively.
Community Consolidated School District 15 (PDF, 89 KB)
85% of 2 nd graders reading at or above grade level.
Chugach School District (PDF, 83 KB)
Scores on California Achievement Test rose dramatically across all subject areas.
Osher Lifelong Learning Institute at Brandeis University
American Axle and Manufacturing (PDF, 27 KB)
Reduced labor hours from 10/$1000 revenue to 3/$1000 revenue and increased production from
1900 axles/day to 4600/day.
Arvin Meritor (PDF, 30 KB)
Doubled inventory turns and cut customer complaints in half in one year.
Medrad, Inc. (PDF, 67 KB)
Increased operating revenue as a percent of revenue from 16% in 1999 to 20% in 2002.
KARLEE (PDF, 35 KB)
Production values tripled since 1996.
Clarke American Checks, Inc. (PDF, 49 KB)
In 2001, 20,000 ideas contributed to $10 million in savings.