Briggs & Stratton implemented JDA's warehouse labor management system to standardize work methods, set productivity goals, and more accurately measure performance at its distribution center. This helped reduce headcount by 18% while increasing throughput. Productivity improved from 67% to over 100% of standards. Implementing the system in packaging operations increased productivity there by 20% within two weeks. Overall the system helped realize over $1 million in annual labor savings.
Steve Spiva has over 13 years of executive management experience and nearly 40 years of hands-on experience in service, manufacturing, and logistics. He is currently a Senior Vice President at Cymer, Inc. where he has led improvements in on-time delivery, quality, and production cycle times. Previously, he spent 13 years at Applied Materials where he held several leadership roles implementing ERP systems and improving operations. He has a track record of growing teams and achieving measurable results.
This curriculum vitae summarizes the qualifications and experience of Pradeep Kulkarni. He has over 20 years of experience in quality assurance roles, including supplier quality, customer quality, and plant quality. He holds certifications in areas like Six Sigma Green Belt and aerospace auditing. Kulkarni has worked for automotive companies like Mahindra & Mahindra and diesel engine manufacturer Wartsila India, leading quality teams and implementing quality systems. He aims to reduce defects and drive continuous improvement through tools like Six Sigma, quality audits, and corrective action plans.
This document outlines the key topics covered in a chapter on quality management. It includes an overview of total quality management (TQM) principles like continuous improvement, Six Sigma, employee empowerment, benchmarking, and quality tools. Specific quality leaders and philosophies are referenced, like Deming's 14 points and Juran's views on management commitment. International quality standards, methods for defining and measuring quality, and the costs of quality are discussed at a high-level.
This document outlines a Lean Six Sigma project to reduce variation in man-hour rates for tenders submitted by Consolidated Contractors Company's electromechanical estimation department. The project utilized Six Sigma tools like SIPOC, process mapping, FMEA, and process capability analysis to analyze current performance and identify sources of variation. Improvements like establishing a shared man-hour rate database reduced variation and improved consistency and cost-effectiveness. Standardizing processes and continuously updating the database will sustain gains.
Greencore, a $2.2B food manufacturer, implemented CDC Factory to improve factory efficiencies and support a cost reduction initiative. CDC Factory provided real-time operations data to empower floor workers. This identified issues like product re-work, long changeover times, and downtime causes. Solutions like optimizing line speeds, streamlining changeovers, and adding mixing equipment reduced direct costs by 5% and improved productivity. The system also changed culture by empowering workers and transitioning managers to a ratifying role of shop floor improvements.
Process Improvement Through Use Of Lean Six Sigma Methods 110609maedog
Saint Luke's Hospital and Missouri Enterprise are collaborating to improve processes at Saint Luke's using Lean Six Sigma methods. Saint Luke's is a large non-profit hospital that has participated in over 10 Lean Six Sigma projects through a partnership with Missouri Enterprise, a consulting firm specialized in process improvement. These projects have reduced waste, defects, and costs while improving safety, communication, and leadership awareness of processes. The presentation introduces common Lean and Six Sigma tools and provides an example of mapping a process's suppliers, inputs, outputs, customers, and requirements.
The document discusses IBM's Governance of Application Development Outsourcing (GADO) services offerings. The GADO services help clients address challenges with outsourcing application development through three main services: 1) Assess and Plan - determine requirements, architecture, and success criteria; 2) Adopt - pilot, mentor, measure, and adjust; 3) Rollout and Scale - incrementally scale the solution across the organization. The document provides details on each of the three services and case studies of clients who successfully implemented GADO services.
Michael Ferraro is an accomplished manufacturing executive with over 39 years of experience leading multi-site operations, engineering, quality, and strategic initiatives. He has a proven track record of improving safety, quality, productivity and profits through process innovations and cost reductions. Most recently, he served as Vice President and COO of Tropical Roofing Products, where he established standardized operating policies and systems to support the company's growth.
Steve Spiva has over 13 years of executive management experience and nearly 40 years of hands-on experience in service, manufacturing, and logistics. He is currently a Senior Vice President at Cymer, Inc. where he has led improvements in on-time delivery, quality, and production cycle times. Previously, he spent 13 years at Applied Materials where he held several leadership roles implementing ERP systems and improving operations. He has a track record of growing teams and achieving measurable results.
This curriculum vitae summarizes the qualifications and experience of Pradeep Kulkarni. He has over 20 years of experience in quality assurance roles, including supplier quality, customer quality, and plant quality. He holds certifications in areas like Six Sigma Green Belt and aerospace auditing. Kulkarni has worked for automotive companies like Mahindra & Mahindra and diesel engine manufacturer Wartsila India, leading quality teams and implementing quality systems. He aims to reduce defects and drive continuous improvement through tools like Six Sigma, quality audits, and corrective action plans.
This document outlines the key topics covered in a chapter on quality management. It includes an overview of total quality management (TQM) principles like continuous improvement, Six Sigma, employee empowerment, benchmarking, and quality tools. Specific quality leaders and philosophies are referenced, like Deming's 14 points and Juran's views on management commitment. International quality standards, methods for defining and measuring quality, and the costs of quality are discussed at a high-level.
This document outlines a Lean Six Sigma project to reduce variation in man-hour rates for tenders submitted by Consolidated Contractors Company's electromechanical estimation department. The project utilized Six Sigma tools like SIPOC, process mapping, FMEA, and process capability analysis to analyze current performance and identify sources of variation. Improvements like establishing a shared man-hour rate database reduced variation and improved consistency and cost-effectiveness. Standardizing processes and continuously updating the database will sustain gains.
Greencore, a $2.2B food manufacturer, implemented CDC Factory to improve factory efficiencies and support a cost reduction initiative. CDC Factory provided real-time operations data to empower floor workers. This identified issues like product re-work, long changeover times, and downtime causes. Solutions like optimizing line speeds, streamlining changeovers, and adding mixing equipment reduced direct costs by 5% and improved productivity. The system also changed culture by empowering workers and transitioning managers to a ratifying role of shop floor improvements.
Process Improvement Through Use Of Lean Six Sigma Methods 110609maedog
Saint Luke's Hospital and Missouri Enterprise are collaborating to improve processes at Saint Luke's using Lean Six Sigma methods. Saint Luke's is a large non-profit hospital that has participated in over 10 Lean Six Sigma projects through a partnership with Missouri Enterprise, a consulting firm specialized in process improvement. These projects have reduced waste, defects, and costs while improving safety, communication, and leadership awareness of processes. The presentation introduces common Lean and Six Sigma tools and provides an example of mapping a process's suppliers, inputs, outputs, customers, and requirements.
The document discusses IBM's Governance of Application Development Outsourcing (GADO) services offerings. The GADO services help clients address challenges with outsourcing application development through three main services: 1) Assess and Plan - determine requirements, architecture, and success criteria; 2) Adopt - pilot, mentor, measure, and adjust; 3) Rollout and Scale - incrementally scale the solution across the organization. The document provides details on each of the three services and case studies of clients who successfully implemented GADO services.
Michael Ferraro is an accomplished manufacturing executive with over 39 years of experience leading multi-site operations, engineering, quality, and strategic initiatives. He has a proven track record of improving safety, quality, productivity and profits through process innovations and cost reductions. Most recently, he served as Vice President and COO of Tropical Roofing Products, where he established standardized operating policies and systems to support the company's growth.
The document discusses quality management programs and systems such as Statistical Process Control (SPC), Total Quality Management (TQM), and Six Sigma. It provides details on the Six Sigma methodology, including the DMAIC process and benefits of Six Sigma in reducing defects and costs. The document also presents examples of Six Sigma implementations at Motorola and an Indian company, and discusses some costs and limitations of the Six Sigma approach.
The document provides an overview of Lean Six Sigma as a process improvement methodology. It discusses key Lean concepts like eliminating waste, standardizing processes, and continuous improvement. It also explains Six Sigma's statistical focus on reducing defects and variation. The DMAIC process of Define, Measure, Analyze, Improve, Control is introduced as the framework for process optimization projects using Lean Six Sigma.
Gobardhan Pradhan is seeking a challenging position in production planning and management or maintenance operations. He has over 15 years of experience in production planning and control, quality management, and maintenance operations. He is skilled in developing and streamlining systems to enhance operational effectiveness and meet goals on time and within quality parameters. He is capable of assessing businesses to identify improvement opportunities and develop cost reduction programs.
Problem Statement:
Lower than expected billability, also described as Excessive Bench Capacity, results in chargeability variances and negatively impacts services margins by approximately $100,000,000 per year.
Goal Statement:
Improve billability from current 60% to 70% while maintaining planned fee adjustment. Corrective action plan will be prepared by June 200X, implemented by July 200X. Benefits will be evaluated 6 and 12 months following implementation.
Six Sigma is a data-driven approach and methodology for process improvement originally developed by Motorola. It aims to reduce defects and variation in manufacturing and business processes. The document discusses the history and key aspects of Six Sigma such as the DMAIC approach, tools used in each phase like process mapping, root cause analysis, and improvement techniques like 5S, poka-yoke, and FMEA. Implementing Six Sigma through the DMAIC approach can help organizations optimize processes and improve quality, productivity, and customer satisfaction.
Six Sigma Deployement Plan: A Case StudyAyat A. Saleh
The purpose of this case study is to present a Six Sigma Deployment Plan in a company. This case study was submitted as a part of the 'Quality, Reliability and Maintenance' course in the University of Warwick, United Kingdom, 2015. For more information, you can check this blog post: https://ayatsaleh.com/2017/01/15/six-sigma-journey/
The document discusses Six Sigma, a statistical approach to process improvement. It was developed by Motorola in the 1970s to improve quality by identifying and removing defects. Six Sigma aims to reduce variation and prevent deficiencies through techniques like DMAIC (Define, Measure, Analyze, Improve, Control) and DMADV (Define, Measure, Analyze, Design, Verify). It utilizes belts, champions, masters belts, and executives for implementation. Case studies show how Samsung adopted Six Sigma to remedy defects, reduce costs, improve cycle time, and increase customer satisfaction.
A leading manufacturer of golf equipment selects MetricStream to strengthen supplier quality compliance through real-time monitoring of inspections and process capability.
Improve performance through Lean - Six Sigma managementGhinea Rodica
First steps for improving the performance of companies using Lean Six Sigma methodology, starting with manufacturing and supply chain departments (partial presentation).
Jehanzeb Hakim has over 10 years of experience in industrial engineering, process improvement, and quality control. He currently works as an Industrial Engineer at Jabil Circuit, where he has improved efficiency, quality, and reduced costs. Previously he has held roles at Helen of Troy Distribution Center and Flextronics, implementing lean principles to optimize operations. He holds a Master's degree in Industrial Engineering and is a certified Six Sigma Green Belt with expertise in statistical process control.
The document provides a summary of an individual's career accomplishments and experience in various areas including technical, operational, business, project management, manufacturing, quality, supply chain, logistics, training, and IT skills. It also lists accomplishments in reducing metrics related to service turnaround time, on-time delivery, development time, and inventory. Finally, it discusses experience with people and soft skills like performance management, coaching, training, and customer contact.
This document provides an overview of Six Sigma. It discusses the history of Six Sigma, areas of implementation including manufacturing, finance and IT. It outlines the different levels of implementation such as Champions, Green Belts and Black Belts. The key elements and DMAIC/DMADV methodologies of Six Sigma are presented. Features like improving processes, reducing defects and costs, and increasing customer satisfaction are highlighted. The conclusion emphasizes understanding customer requirements and goals for a Six Sigma design project.
Introduction Of Six Sigma for IT & BPO by Vision RavalVision Raval
Six Sigma is a methodology that companies use to reduce defects in processes and improve quality. It involves defining, measuring, analyzing, improving, and controlling processes to achieve a goal of 3.4 defects per million opportunities. Implementing Six Sigma involves establishing leadership commitment, forming a core team, providing training, defining goals and processes, identifying performance gaps, defining improvement projects, and establishing performance measures and incentives. The process flow includes establishing leadership and a core team, training, conducting periodic reviews, defining goals and current performance, identifying gaps, defining improvement projects, and creating an incentive system to drive implementation.
The document provides a summary of Naresh Kumar Pradhan's professional experience and qualifications. It outlines his 7+ years of experience in business excellence and supply chain management, including roles leading business process reengineering, supply chain optimization, and operational excellence projects. It also lists his academic qualifications, including a PGDM in IT and operations and a bachelor's degree in chemical engineering.
This document provides an overview of the book "Six Sigma for Quality and Productivity Promotion" by Sung H. Park. The book aims to introduce Six Sigma concepts, methodologies, and tools to managers and engineers in Asia. It is divided into three main parts: an introduction to Six Sigma, the Six Sigma framework, and experiences; explanations of Six Sigma tools and how Six Sigma relates to other initiatives; and discussions of practical implementation questions and case studies. The book can be used as a textbook for Six Sigma training programs.
Lean six sigma - practical body of knowledgeXuan Tran Phu
This chapter discusses the benefits of Lean Six Sigma in the current economy. Lean Six Sigma is a process improvement methodology based on Six Sigma and Lean Manufacturing principles. It also incorporates other bodies of knowledge such as Total Quality Management, Project Management, and Change Management. Lean Six Sigma emphasizes improving processes to produce better quality goods and services faster and more cost effectively. It also focuses on understanding customer, employee, process and business needs. Large organizations like hospitals and the U.S. Army have adopted Lean Six Sigma to improve outcomes and transform their businesses.
Six Sigma (6σ) is a set of techniques and tools for process improvement.
It was introduced by Bill Smith at Motorola in 1986.
It seeks to improve the quality of the output of a process by identifying and removing the causes of defects and minimizing variability in manufacturing and business processes.
This document lists information about artworks from several modern artists including Henri Rousseau, Marc Chagall, Marcel Duchamp, Pablo Picasso, Rene Magritte, Paul Klee, Piet Mondrian, Joan Miro, and Henri Matisse. For each artwork, the artist's name and nationality, art movement, title of the piece, date of creation, current location, and photographer are provided.
The document provides guidance on task analysis and writing learning objectives for lesson plans. It explains that task analysis involves breaking down tasks into observable sequential steps. It also provides a formula and examples for writing clear, measurable learning objectives that specify the context, desired student behavior, degree of achievement, and concepts/skills to be learned. Assessment criteria should directly relate to the objectives and focus on the specified behavior and achievement level.
The document discusses quality management programs and systems such as Statistical Process Control (SPC), Total Quality Management (TQM), and Six Sigma. It provides details on the Six Sigma methodology, including the DMAIC process and benefits of Six Sigma in reducing defects and costs. The document also presents examples of Six Sigma implementations at Motorola and an Indian company, and discusses some costs and limitations of the Six Sigma approach.
The document provides an overview of Lean Six Sigma as a process improvement methodology. It discusses key Lean concepts like eliminating waste, standardizing processes, and continuous improvement. It also explains Six Sigma's statistical focus on reducing defects and variation. The DMAIC process of Define, Measure, Analyze, Improve, Control is introduced as the framework for process optimization projects using Lean Six Sigma.
Gobardhan Pradhan is seeking a challenging position in production planning and management or maintenance operations. He has over 15 years of experience in production planning and control, quality management, and maintenance operations. He is skilled in developing and streamlining systems to enhance operational effectiveness and meet goals on time and within quality parameters. He is capable of assessing businesses to identify improvement opportunities and develop cost reduction programs.
Problem Statement:
Lower than expected billability, also described as Excessive Bench Capacity, results in chargeability variances and negatively impacts services margins by approximately $100,000,000 per year.
Goal Statement:
Improve billability from current 60% to 70% while maintaining planned fee adjustment. Corrective action plan will be prepared by June 200X, implemented by July 200X. Benefits will be evaluated 6 and 12 months following implementation.
Six Sigma is a data-driven approach and methodology for process improvement originally developed by Motorola. It aims to reduce defects and variation in manufacturing and business processes. The document discusses the history and key aspects of Six Sigma such as the DMAIC approach, tools used in each phase like process mapping, root cause analysis, and improvement techniques like 5S, poka-yoke, and FMEA. Implementing Six Sigma through the DMAIC approach can help organizations optimize processes and improve quality, productivity, and customer satisfaction.
Six Sigma Deployement Plan: A Case StudyAyat A. Saleh
The purpose of this case study is to present a Six Sigma Deployment Plan in a company. This case study was submitted as a part of the 'Quality, Reliability and Maintenance' course in the University of Warwick, United Kingdom, 2015. For more information, you can check this blog post: https://ayatsaleh.com/2017/01/15/six-sigma-journey/
The document discusses Six Sigma, a statistical approach to process improvement. It was developed by Motorola in the 1970s to improve quality by identifying and removing defects. Six Sigma aims to reduce variation and prevent deficiencies through techniques like DMAIC (Define, Measure, Analyze, Improve, Control) and DMADV (Define, Measure, Analyze, Design, Verify). It utilizes belts, champions, masters belts, and executives for implementation. Case studies show how Samsung adopted Six Sigma to remedy defects, reduce costs, improve cycle time, and increase customer satisfaction.
A leading manufacturer of golf equipment selects MetricStream to strengthen supplier quality compliance through real-time monitoring of inspections and process capability.
Improve performance through Lean - Six Sigma managementGhinea Rodica
First steps for improving the performance of companies using Lean Six Sigma methodology, starting with manufacturing and supply chain departments (partial presentation).
Jehanzeb Hakim has over 10 years of experience in industrial engineering, process improvement, and quality control. He currently works as an Industrial Engineer at Jabil Circuit, where he has improved efficiency, quality, and reduced costs. Previously he has held roles at Helen of Troy Distribution Center and Flextronics, implementing lean principles to optimize operations. He holds a Master's degree in Industrial Engineering and is a certified Six Sigma Green Belt with expertise in statistical process control.
The document provides a summary of an individual's career accomplishments and experience in various areas including technical, operational, business, project management, manufacturing, quality, supply chain, logistics, training, and IT skills. It also lists accomplishments in reducing metrics related to service turnaround time, on-time delivery, development time, and inventory. Finally, it discusses experience with people and soft skills like performance management, coaching, training, and customer contact.
This document provides an overview of Six Sigma. It discusses the history of Six Sigma, areas of implementation including manufacturing, finance and IT. It outlines the different levels of implementation such as Champions, Green Belts and Black Belts. The key elements and DMAIC/DMADV methodologies of Six Sigma are presented. Features like improving processes, reducing defects and costs, and increasing customer satisfaction are highlighted. The conclusion emphasizes understanding customer requirements and goals for a Six Sigma design project.
Introduction Of Six Sigma for IT & BPO by Vision RavalVision Raval
Six Sigma is a methodology that companies use to reduce defects in processes and improve quality. It involves defining, measuring, analyzing, improving, and controlling processes to achieve a goal of 3.4 defects per million opportunities. Implementing Six Sigma involves establishing leadership commitment, forming a core team, providing training, defining goals and processes, identifying performance gaps, defining improvement projects, and establishing performance measures and incentives. The process flow includes establishing leadership and a core team, training, conducting periodic reviews, defining goals and current performance, identifying gaps, defining improvement projects, and creating an incentive system to drive implementation.
The document provides a summary of Naresh Kumar Pradhan's professional experience and qualifications. It outlines his 7+ years of experience in business excellence and supply chain management, including roles leading business process reengineering, supply chain optimization, and operational excellence projects. It also lists his academic qualifications, including a PGDM in IT and operations and a bachelor's degree in chemical engineering.
This document provides an overview of the book "Six Sigma for Quality and Productivity Promotion" by Sung H. Park. The book aims to introduce Six Sigma concepts, methodologies, and tools to managers and engineers in Asia. It is divided into three main parts: an introduction to Six Sigma, the Six Sigma framework, and experiences; explanations of Six Sigma tools and how Six Sigma relates to other initiatives; and discussions of practical implementation questions and case studies. The book can be used as a textbook for Six Sigma training programs.
Lean six sigma - practical body of knowledgeXuan Tran Phu
This chapter discusses the benefits of Lean Six Sigma in the current economy. Lean Six Sigma is a process improvement methodology based on Six Sigma and Lean Manufacturing principles. It also incorporates other bodies of knowledge such as Total Quality Management, Project Management, and Change Management. Lean Six Sigma emphasizes improving processes to produce better quality goods and services faster and more cost effectively. It also focuses on understanding customer, employee, process and business needs. Large organizations like hospitals and the U.S. Army have adopted Lean Six Sigma to improve outcomes and transform their businesses.
Six Sigma (6σ) is a set of techniques and tools for process improvement.
It was introduced by Bill Smith at Motorola in 1986.
It seeks to improve the quality of the output of a process by identifying and removing the causes of defects and minimizing variability in manufacturing and business processes.
This document lists information about artworks from several modern artists including Henri Rousseau, Marc Chagall, Marcel Duchamp, Pablo Picasso, Rene Magritte, Paul Klee, Piet Mondrian, Joan Miro, and Henri Matisse. For each artwork, the artist's name and nationality, art movement, title of the piece, date of creation, current location, and photographer are provided.
The document provides guidance on task analysis and writing learning objectives for lesson plans. It explains that task analysis involves breaking down tasks into observable sequential steps. It also provides a formula and examples for writing clear, measurable learning objectives that specify the context, desired student behavior, degree of achievement, and concepts/skills to be learned. Assessment criteria should directly relate to the objectives and focus on the specified behavior and achievement level.
Proceso atención enfermería teoría a la práctica - CICAT-SALUDCICAT SALUD
Este documento resume un curso nacional sobre el uso de las taxonomías NANDA, NOC y NIC en los registros de enfermería para mejorar la seguridad del paciente. Explica la importancia de utilizar un lenguaje normalizado de enfermería para mejorar la comunicación, integrar datos en los sistemas de información clínica, y fomentar la práctica basada en evidencia.
Electronic commerce or ecommerce is a term for any type of business, or commercial transaction, that involves the transfer of information across the Internet. It covers a range of different types of businesses, from consumer based retail sites, through auction or music sites, to business exchanges trading goods and services between corporations. It is currently one of the most important aspects of the Internet to emerge.
Este documento resume la anatomía de la uretra en humanos. Explica que la uretra es el conducto excretor de la vejiga urinaria en la mujer y genitourinario en el hombre. Describe las características del calibre de la uretra en estado de reposo, incluyendo su forma vertical, en T invertida, transversal y curva. Además, detalla las tres capas que componen la uretra: la túnica mucosa, la túnica vascular y la túnica muscular.
Portugal entrou na Primeira Guerra Mundial em 1916 ao lado dos Aliados para manter suas colônias, combater a influência alemã e afirmar seu prestígio diplomático. Cerca de 200 mil portugueses foram recrutados e 7 mil morreram. Participar na guerra teve graves consequências econômicas e políticas para Portugal e contribuiu para o surgimento da ditadura militar.
Os Jogos Olímpicos surgiram na Grécia Antiga como forma de apaziguar conflitos entre cidades e prestar culto aos deuses, realizando-se a cada 4 anos em Olímpia em honra de Zeus. Pierre de Coubertin recuperou a tradição nos tempos modernos em 1896, tornando-os um evento internacional que promove a paz entre nações.
1) The document discusses how to approach cases of amenorrhea by evaluating the hypothalamic-pituitary-ovarian axis and ruling out common causes such as pregnancy, thyroid disorders, prolactin disorders, anovulation, outflow tract obstructions, CNS/hypothalamic dysfunction, and drugs/stress/nutrition.
2) It presents several case examples of patients with primary or secondary amenorrhea and suggests diagnoses and next steps such as evaluating for eating disorders, PCOS, Asherman's syndrome, or Sheehan's syndrome.
3) Key factors in evaluating amenorrhea include measuring beta-HCG, TSH, prolactin, doing a progestin challenge
enfermedades virales y bacterianas que afectan al embrion o feto30326414
El documento describe diferentes enfermedades infecciosas que pueden afectar el embarazo. Explica que ciertas infecciones como la rubéola, varicela y citomegalovirus durante el embarazo pueden causar problemas de salud en el feto o recién nacido, dependiendo del momento de la infección durante la gestación. También cubre cómo se transmiten enfermedades como la hepatitis B y el VIH de la madre al bebé durante el embarazo y parto.
This document summarizes the results of a survey conducted by ARC Advisory Group of customers using RedPrairie's labor productivity management solution. The key findings were:
1) Over half of customers achieved payback on their investment within one year, which is considered an exceptional return on investment.
2) Customers reported labor productivity improvements between 5-15% for 40% of respondents and over 15% for another 40%, leading to decreased labor costs between 5-15% for 62% of respondents.
3) Employee relations were generally unchanged or slightly improved with implementation, dispelling fears that such systems negatively impact morale.
Lecture 13Application of Six Sigmain Service operati.docxsmile790243
Lecture 13
Application of
Six Sigma
in Service operations
Opportunity of Six Sigma
in Service organizationType of service organizations: Healthcare, banking, government, marketing, sales, accounting, production control, engineering, R&D etc.Service has a tremendous opportunity for Six Sigma projects.Generally, the service organizations have 30-80% waste in the processes & many activities add no value to the customers.
Example 1Type of the organization:
Software companySix Sigma project:
Improve customer order fulfillment process Six Sigma tools used
1) Statistical process control (SPC)
2) Pareto charting
3) Normal probability plotting
4) Design of Experiments (DOE)
Example 2Type of the organization:
Pharmaceutical testing companySix Sigma project:
Improve iterations of paperworkSix Sigma tools used
1) Statistical process control (SPC)
2) Pareto charting
Example 3Type of the organization:
Aerospace service companySix Sigma project:
Reduce warranty return rate after servicing products Six Sigma tools used
1) Statistical process control (SPC)
2) Pareto charting
Example 4Type of the organization:
City governmentSix Sigma project:
Evaluate the differences between city home inspectorsSix Sigma tools used
1) Sampling techniques
2) Statistical process control (SPC)
3) Pareto charting
Example 5Type of the organization:
School districtSix Sigma project:
Improve attendance in the school district Six Sigma tools used
Design of Experiments (DOE)
Example of Six Sigma project to improve
on-Time delivery
Data for late deliveries (61%)
SPC chart for current late deliveries
Pareto chart of late deliveries
Pareto chart of deliveries after improvement
SPC chart for new late deliveries
Example of Six Sigma project to increase
website traffic
Data on website “hit-rate”
SPC chart for website hit rates
Cause-and-effect matrix of website traffic
Steps to reduce the size of DOE
Review the list of factors from the cause-and-effect matrix.
Pare it down to factors that would yield insight into website traffic
Conduct a meeting of peers from all affected areas to consider expansion or deletion of selected factors (variables) for the experiments.
Group the input variables (factors) into two levels to represent the extreme of each setting.
Factors (variables) of website hit rate test
DOE test matrix
Results of implementing Six Sigma
Eight pages were created
Each page representing one of the trials listed in the DOE table
Hit rates were then collected on a weekly basis to determine which combination of factors produced the most traffic
Based on the results of the experiment, the team could determine which factors to focus on in order to increase traffic on the company website
Additional application of Six Sigma
A major appliance repair company used Six Sigma to improve its ability to return items to customers when promised.
A pharmaceutical company used Six Sigma t ...
Six Sigma is a process improvement methodology that seeks to reduce defects and variability in manufacturing and business processes. It was originally developed by Motorola in 1986 and was later adopted by other companies like General Electric. The textile industry is well-suited for Six Sigma given the variability in its processes. Key aspects of Six Sigma include defining, measuring, analyzing, improving, and controlling quality to reduce defects. It utilizes statistical tools and creates roles like Champions, Black Belts, Green Belts to lead projects. The document outlines potential areas for Six Sigma application in the textile industry and how it has been used successfully by companies like DuPont to improve productivity and quality.
SourceGas implemented SAP Workforce Scheduling and Optimization by ClickSoftware to automate its work order and dispatch processes across four states. It previously relied on manual dispatching of 500,000 annual work orders to 500 technicians. SourceGas took ownership of the implementation to reduce costs, ensure the system met its unique needs, and allow for customization. After a year-long implementation process, the new system automates work order scheduling, maintains the existing timesheet process, and improves routing efficiency while adding safety features like audio alerts.
GRP is a large Indian manufacturer of reclaimed rubber and nylon products. While its revenues have grown, profit growth has slowed due to rising input costs. GRP worked with enParadigm to implement cost optimization programs focusing on cross-functional collaboration. Managers were trained to collaborate across departments and track financial impacts. This resulted in long-term planning, reduced accounts receivable and inventory, improved maintenance, and increased financial awareness among managers. GRP was able to better control costs and improve profitability through collaboration.
Care Connect found that its legacy systems could not support new consumer directed care requirements. This prompted a business review leading to a choice of Microsoft Dynamics AX and CRM. Care Connect wanted an agile implementation but Microsoft partners favored waterfall approaches. To maintain control, Care Connect used a hybrid model with external experts and an in-house team led by Dynamo recruits. This allowed faster prototyping and delivery while retaining knowledge in-house, achieving twice the value of partner-led alternatives.
A GLOBAL LIFE SCIENCES COMPANY IMPLEMENTS ADAPTIVEGRC SOLUTION SUITE FOR VARIOUS GRC SERVICES
The customer is a global Life Sciences company operating in over 50 international markets. With $5bn annual turnover it has more than 4000 employees.
Crawford & Company, a global insurance provider, partnered with Akritiv to implement their end-to-end cloud-based accounts receivable (AR) and collections platform. Within the first year, Crawford saw over a 10% improvement in days sales outstanding across their U.S. operations. The Akritiv platform improved employee productivity, job satisfaction, and provided expanded reporting capabilities both internally and for clients.
Six Sigma is a data-driven methodology for improving processes by reducing variation. It involves defining problems, measuring processes, analyzing causes of defects, improving processes, and controlling improvements. The goal is to take small steps forward to meet customer requirements. Key players include Champions, Black Belts, Green Belts and Project Sponsors. Six Sigma has been successfully applied across industries like automotive, healthcare, financial services and retail to reduce costs and improve customer satisfaction.
IRJET- Quality Improvement for LED Lights using Six SigmaIRJET Journal
This document summarizes a quality improvement project using Six Sigma methodology to improve the quality of LED lights manufactured by a company. The project used the DMAIC approach to define, measure, analyze, improve, and control the manufacturing process. Key issues identified included defective materials, improper processes, and lack of training. Solutions implemented included process changes, material quality checks, staff training, and use of statistical process control charts to monitor improvement. Implementing 5S principles such as sorting, organizing, and standardizing the workspace also helped reduce defects. As a result of these changes, the project successfully reduced defects from initial levels to below the target of 5 per 3,000 pieces, improving quality, productivity and meeting customer demands.
This document summarizes information about RKL eSolutions, LLC and their software solutions for food processors built on Sage. Key points include that RKL has over 1300 Sage customers across 43 states and 102 colleagues nationwide. Sage is also summarized, noting they have 37 years of experience serving over 3 million customers in 23 countries with $3 billion in global revenue. The document then discusses RKL's award-winning services, technologies, and solutions for meeting regulatory compliance, managing inventory, production planning and tracking, and business intelligence/analytics. Case studies show benefits customers have experienced including increased growth and productivity. RKL's implementation methodology is outlined in 6 phases from preparation to optimization. The RKL Sage X3 project team is introduced with specific
Steve Spiva has over 13 years of executive management experience and nearly 40 years of hands-on expertise in service, manufacturing, logistics, production engineering, and customer support. He has a track record of growing teams and businesses, most notably helping Applied Materials grow from $200M to $8B over 12 years. His experience includes senior leadership roles at Cymer and Applied Materials, where he improved operations through new strategies, metrics, skills training, and systems.
JLG Case Study - Prescriptive Analytics & CPLEX Decision Optimization and TM1...QueBIT Consulting
The document discusses how JLG Industries used IBM Planning Analytics and CPLEX Decision Optimization integrated with TM1 to automate and optimize their master production scheduling process. This resulted in estimated annual savings of $700K from reducing the scheduling time from 10 days to 3 days per month, and $2.5M from improved forecast accuracy. The solution aligned production plans from their Sales, Inventory, and Operations Plan more quickly and accurately to improve supplier forecasts.
JLG Case Study: Prescriptive Analytics & CPLEX Decision Optimization and TM1 ...QueBIT Consulting
The document discusses how JLG Industries used IBM Planning Analytics and CPLEX Decision Optimization integrated with TM1 to automate and optimize their master production scheduling process. This resulted in estimated annual savings of $700K from reducing the scheduling time from 10 days to 3 days per month, and $2.5M from improved forecast accuracy. The solution aligned production slot allocation across different factors based on optimization rules in 12 minutes, compared to 10 days previously.
Robert G. Kachur is a senior manufacturing management professional with over 40 years of experience. He has a proven track record of improving operations through lean manufacturing, cost reduction, quality improvement, and productivity gains. Kachur held operations management roles at several manufacturing companies where he increased productivity, reduced costs, and grew business. He has expertise in process improvement, supply chain management, and turning around underperforming facilities.
Total Quality Management (TQM) aims to meet customer expectations through continuous improvement. The five principles of TQM are to produce quality work the first time, focus on the customer, have a strategic improvement approach, improve continuously, and encourage teamwork. Six Sigma is a data-driven approach to reducing process variation and defects using DMAIC (Define, Measure, Analyze, Improve, Control). Case studies show how TQM and Six Sigma helped healthcare provider AtlantiCare improve patient satisfaction and double revenues, and helped appliance maker LG Electronics and pharmaceutical company Catalent Pharma Solutions reduce defects and process inefficiencies.
1. JDA helps Briggs & Stratton improve its warehouse
labor management
Briggs & Stratton is the world’s largest producer of air-cooled gasoline
engines for outdoor power equipment. The company designs, manufactures,
markets and services these engines for original equipment manufacturers
(OEMs) worldwide. Briggs & Stratton engines are incorporated into products
as diverse as lawnmowers, race cars, farm equipment, generators, pressure
washers, pumps and welders, as well as many other industrial and
commercial applications.
Briggs & Stratton’s replacement parts division ships aftermarket and service
parts worldwide from two facilities: a 300,000 square foot distribution
center (DC), and a 225,000 square foot outside facility. It handles between
70,000 to 75,000 SKUs representing $40 million to $45 million in inventory,
including parts for acquired brands such as Generac (now Briggs & Stratton
Home Power) and Simplicity (now Briggs & Stratton Yard Power). The two
facilities have both distribution and packaging operations, and ship
approximately 26 million pieces annually.
Implementing standardized methods for greater productivity
Prior to 2003, the Menomonee Falls Distribution Center (MFDC) had no
standardized way for associates to do their jobs or to measure productivity.
The MFDC management team felt they could get greater productivity if they
standardized work methods, set goals and measured results. To help
research this hypothesis the University of Wisconsin Supply Chain
Consortium conducted a study that suggested there was significant
opportunity for return on investment if the MFDC deployed labor
management technology.
OBJECTIVE
Enhance labor productivity through the use
of preferred work methods and standards,
ensuring fair and accurate productivity
measurements that provide a solid base
for improvement programs and associate
assessment.
SOLUTION
• JDA®
Warehouse Labor Management
REAL RESULTS
• Reduced headcount by 18 percent while
increasing pick, pack and ship throughput
• Improved distribution productivity from
67 percent of standard to 114 percent
• Increased packaging productivity
20 percent within the first two weeks
of implementation
• Realized labor savings of approximately
$1 million annually from warehouse labor
management technology
CASE STUDY
Enhancing Labor
Productivity
2. When Briggs & Stratton launched its Warehouse
Labor Management program, it had several high-
level objectives in mind. First, the company wanted
to enhance MFDC productivity through the use of
preferred work methods and discrete standards
based on actual work content. This would ensure
productivity measurements were fair and accurate,
providing a solid base for improvement programs
and associate assessment.
“We realized we needed standardized methods for
doing work in the DC,” said Bill Harlow, director of
distribution operations for the replacement parts
division. “Our historical stop-watch studies weren’t
very accurate, so we couldn’t adequately measure
associate performance. With the new methods and
standards in place, we can now measure each
associate accurately and fairly.”
Second, the company wanted to involve the union
and associates in the implementation up front, in
order to benefit from the experience of the workers
in defining preferred methods, and to assure them
the program was designed to help them work
smarter, not harder.
Explained Harlow, “We’ve gone through a
considerable amount of worker turnover in the
last few years, and it was important to bring
new employees up to speed as quickly as possible.
Working together with our administration and JDA
Software, we were able to design job methods and
training procedures that enable associates to learn
quickly, and work more effectively with the same
amount of effort.”
A third objective was to have a solution that was
simple for associates and facilitators to understand
and use. “Since the system works the way we work,
training became a very simple process,” said Harlow.
“We integrated it with our internal scheduling system
so everything is driven from the picking or packaging
work order.”
A final objective was for the solution to integrate
seamlessly with Briggs & Stratton’s SAP enterprise
resource planning and warehouse management
systems. JDA leveraged its experience integrating its
other applications to many SAP systems in working
jointly with Briggs & Stratton to create this now
standard labor management integration.
Realizing significant improvement
in labor performance
JDA provided comprehensive warehouse labor
management capabilities, from JDA’s Intelligent
Fulfillment™ solution, for the differing needs of the
distribution and packaging operations, including
Preferred Methodssm
for performing each task, discrete
labor standards incorporating machine-based timing,
and advanced labor management software. JDA also
provided time and incentives capabilities to award
Briggs & Stratton employees for productivity in the
workplace.
Briggs & Stratton implemented JDA Warehouse Labor
Management first in its traditional distribution
operations. The company turned the system on in
“monitoring mode” one month before the actual
“We realized we needed standardized
methods for doing work in the DC.
Our historical stop-watch studies
weren’t very accurate, so we couldn’t
adequately measure associate
performance. With the new methods
and standards in place, we can now
measure each associate accurately
and fairly.”
Bill Harlow
Director of Distribution Operations
Briggs & Stratton