Six Sigma projects can bring benefits including increased organizational efficiency, improved customer satisfaction, reduced costs, increased revenues, and more.
The following case studies provide a closer look at results organizations have achieved using Six Sigma. Click here to browse other Six Sigma case studies; you can also find more examples of success in quality by visiting the ASQ Knowledge Center.
Supply Chain Techniques Applied to Six Sigma Saves SeaDek Marine Products $250,000– August 2016
SeaDek used supply chain techniques and Six Sigma to reduce major inventory stockouts in 2015. Inventory control tools were applied using DMAIC methodology. The company went from 14 major stockouts in 2014 to one stockout in 2015, resulting in a materials cost savings of more than $250,000 and improving on-time delivery from 44 percent the previous year to 95 percent in 2015.
YMCA Upgrades Day Camps Using Six Sigma – January 2016
When a senior leader at the YMCA of the USA introduced Six Sigma to the youth development department, a new method for managing and tracking projects was ushered into the organization. Upon completing a Green Belt-level training course, a YMCA project team used Six Sigma tools to improve the culture of the organization’s summer day camp. As staff became more comfortable using Six Sigma, project work became more organized and data-driven, and the project team exceeded its first-year goals.
Achieving Customer Specifications through Process Improvement Using Six Sigma (PDF) – April 2015
The NutriSoil Company in Portugal, a small and medium-sized enterprise (SME), sells fertilizer in bags. The company has had problems with its filling process due to excess weight of the bags. Results show that by implementing Six Sigma combined with the 5S program, NutriSoil achieved an improvement in its Cpk index for this process, which increased consumer satisfaction and a highly significant cost savings. This resulted in increased competitiveness.
Driving Business Impact for Key Customers (PDF) – February 2015
This article discusses how lean and Six Sigma approaches were used for process improvement by CMITS, a business group within Genpact, a business consulting firm. CMITS focuses on information technology (IT) and IT-managed projects. All of 2012 was spent building lean and Six Sigma within CMITS and introducing Six Sigma tools for process improvement.
Let It Flow(PDF) – February 2015
Thomas Jefferson University Hospitals in Philadelphia has a large volume of inpatient and outpatient surgical volume flowing through its many operating rooms. The operating room is a setting abundant with opportunities for improvement. System inefficiencies can lead to sub-optimization of operating room use, thereby decreasing revenue generation. In 2010, the department underwent a strategic plan overview to identify opportunities to streamline and improve operational processes.
Mega Pack Line Blow-Up: DMAIC Roadmap Leads Boston Scientific Heredia to Reengineer Packaging Lines – December 2014
Corporate rates of improvement at Boston Scientific represent a yearly challenge and opportunity to improve and exceed different operation indicators such as service and efficiency, safety, quality, and cost within the company. A DMAIC roadmap provides a standardized and recognized set of tools to be used as methodology during part of the project implementation, based on a lean manufacturing point of view. Core team members and product builders within the Amplatz Super Stiff™ Guidewires area worked together to improve efficiency, increase safety, and save money using a DMAIC roadmap.
Rock Solid: Combining lean, Six Sigma and theory of constraints creates a process improvement powerhouse – December 2014
The 6TOC improvement method employs elements of Six Sigma, lean and the theory of constraints (TOC) to zero in on process bottlenecks and eliminate waste and variation. A 10-step implementation plan based on Eliyahu Goldratt’s chain project management process and Joseph M. Juran’s management principles can help any industry implement 6TOC.
Six Sigma Optimization of Mystery Shopping – September 2014
Mystery shopping (MS) can be a very valuable exercise for studying and evaluating service delivery performance within the banking industry. Using Six Sigma tools and hypothetical data, this case study tests the approach and results to gauge poor service from excellent service delivery. The MS approach is highly applicable as a balanced scorecard parameter to measure delivery within service centers.
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