The common expression “numbers do not lie” may be true, but a clear understanding of where the numbers came from, and of the human factors involved, is required to reveal the truth in the data.
Mike was the best batsman in the Club Acme cricket team. His batting form had been declining the past few months, however, affecting the team’s win percentage and revenues. The team hired a Black Belt to analyze the factors affecting Mike’s batting and develop an improvement plan.
A cable company uses logistic regression to determine the variables most predictive of a "truck roll" (technician visit to customer's home) within seven days of a new installation.
A chain of medical diagnostic clinics was developed from the ground up. After two years of hectic expansion marked by acquisitions and setting up green field clinics across a number of cities, the chain wanted to improve the turnaround time of patients and customer service.
Almost all organizations identify customer satisfaction as an area for improvement and as key to business success. In this installment of a three-part case study in creating customer delight, a medical diagnostic center tackles patient problems identified through observation and feedback.
In the final installment of this three-part case study, a medical diagnostic clinic reduces the turnaround time of lab reports, improving cycle time for 90 percent of blood tests and increasing customer satisfaction.
In this DMADV case study, a large financial-services company revamped its entire performance management system through a Design for Six Sigma project.
Three examples of gemba walks at Fairbanks Morse Engine demonstrate the importance of the sometimes-overlooked basics of process improvement.
A young, rapidly expanding company in the financial services sector with no previous experience with total quality management (TQM) learns the value of a formal program to improve quality.
When Providence Alaska Medical Center discovered it was above the 75th percentile of the national average in labor costs, it began a Six Sigma project to improve its process for scheduling staff. The result was a culture change and lower costs.
In the growing service economy where human resources are the biggest driver of costs in an organization, companies want to get the maximum return from their employees. This case study follows a DMAIC project to maximize the productivity of a BPM application support team.
Kahiki Foods had extreme amounts of daily waste on their chicken nugget lines. The daily amount of waste on the line averaged 4,976 pounds – more than Kahiki’s two other major product lines combined.
This is Part Two of a two-part article about Kahiki Foods' extreme amounts of daily waste on their chicken nugget lines. Part Two follows the completion of the project – the Analyze, Improve and Control phases.
Part 1 of how a DMAIC project reduced costly work in process at Kahiki Foods, a manufacturer of Asian frozen foods.
Part 2 of how a DMAIC project reduced costly work in process at Kahiki Foods, a manufacturer of Asian frozen foods.