Niraj Goyal

In this continuation of a multi-part case study, recurring problems are identified and eliminated at the diagnostic clinics’ newly established centralized laboratory.

This now five-part case study focuses on improving customer satisfaction at two of a company’s diagnostic clinics – Centers A and B. In Part One, the company worked at Center A to reduce patient turnaround time, a defining component of patient satisfaction. In Part Two, the chain’s improvement story focuses on increasing patient delight at […]

A division of a diversified organization develops and manufactures samples of new drugs for clinical trials. This work entails different typical manufacturing problems for the following reasons: Quantity requirements can vary from a few grams to several tons from order to order. The effort of research and development (R&D) is central; new processes have to […]

In this case study, a team wants to be sure their customer-focused business is satisfying its clients. Part 1 focused on reducing the wait times associated with transferring cargo and documents. Part 2 looks at making more improvements using just-in-time (JIT) principles. It is often possible to make significant improvements in speeding up documentation processes […]

In this case study, a team wants to be sure their customer-focused business is satisfying its clients. Part 1 focuses on reducing the wait times associated with transferring cargo and documents. Part 2 looks at making more improvements using just-in-time (JIT) principles. A 15-year-old shipping company with a network of offices throughout India considered being “value-driven, customer-focused” […]

In this case study, a team strives to improve the recruiting process in a large, fast-moving consumer goods company. Part 1 focused on reducing the recruiting cycle time. Part 2 focuses on decreasing the effort required to fill a job opening. The case described here uses total quality management (TQM) to address the problem of […]

In this case study, a team strives to improve the recruiting process in a large, fast-moving consumer goods company. Part 1 focuses on reducing the recruiting cycle time. Part 2 focuses on decreasing the effort required to fill a job opening. Rising attrition is a common problem across industries. Tight monthly, quarterly and annual objectives […]

A 250-bed hospital had implemented total quality management (TQM) to improve customer delight in its diagnostic clinics. After that success, the management team of the hospital was ready to proceed with further process improvement. After completing a brainstorming and prioritization exercise, the team determined to next address the problem: delay in receiving test reports for patients […]

A socks manufacturing company in India turned to TQM to improve its supply chain. In Part One, the case study describes the process of elminating a significant cost for the company – delivery delays. This week, Part Two of the case study looks at the broadening of the application of process improvement beyond deliveries. The […]

A socks manufacturing company in India turned to TQM to improve its supply chain. In Part One, the case study elminates a significant cost for the company – delivery delays. Part Two of the case study looks at the broadening of the application of process improvement beyond deliveries. A fledgling socks manufacturing company in India was working to […]

This three-part case study focuses on improving customer satisfaction at two of the company’s diagnostic clinics – Centers A and B. In Part One, the company worked at Center A to reduce patient turnaround time, a defining component of patient satisfaction. In Part Two, the chain’s improvement story focuses on increasing patient delight at Center […]

This three-part case study focuses on two of the company’s diagnostic clinics – Centers A and B. In Part One, the company worked at Center A to reduce patient turnaround time, a defining component of patient satisfaction. Part Two of the chain’s improvement story focuses on increasing patient delight at Center B. Part Three revisits […]

The following is Part One of a three-part article. Click here to read Part Two. Click here to read Part Three. A chain of medical diagnostic clinics was developed from the ground up. After two years of hectic expansion marked by acquisitions and setting up greenfield clinics across a number of cities, it became clear […]

The “Great Indian Bazaar” – the rapidly growing and evolving Indian retail market – presents special and daunting distribution challenges for fast-moving consumer goods (FMCG) products. For a typical producer, about 100 stock keeping units (SKUs) flow through 40 to 50 depots to 2,000 to 3,000 distributors to more than a million outlets varying in […]

The “Great Indian Bazaar” – the rapidly growing and evolving Indian retail market – presents special and daunting distribution challenges for fast-moving consumer goods (FMCG) products. For a typical producer, about 100 stock keeping units (SKUs) flow through 40 to 50 depots to 2,000 to 3,000 distributors to more than 1 million outlets varying in […]

The “Great Indian Bazaar” – the rapidly growing and evolving Indian retail market – presents special and daunting distribution challenges for fast-moving consumer goods (FMCG) products, such as groceries, toiletries and other items that are used up and must be replaced in a short amount of time. For a typical producer, about 100 stock keeping […]

Recently, a well-established, rapidly expanding beer company invested heavily in a modern, state-of–the-art brewing facility. The new facility dramatically improved quality and productivity, and also reduced costs through the application of new technology. As a next step, the beer company began exploring methods of achieving a further quantum jump in performance. Recognizing that technology and […]

A large, Indian, fast-moving consumer goods company had completed successful total quality management (TQM) projects to improve its manufacturing efficiency, expedite vendor payments and increase availability of finished products. For its next project, the company wanted to address problems in human resources (HR). By working with HR process owners, a focus for the project emerged […]

Today’s industrial black belt typically trains for six months. Seventy-five percent of this training time is spent learning theory, and the balance is spent in practice. Often when the black belt returns to the real world to tackle inefficiencies, he finds that there are no takers for his logic and passion – his Six Sigma entreaties fall on […]

A frequently asked question by Six Sigma practitioners is how to select appropriate metrics for a particular organization or process. Considerable material has been written on this subject. This paper focuses on three aspects that should be of interest to Six Sigma practitioners: Why are metrics – and more importantly appropriate metrics – needed? A five-step procedure […]

Much has been written about the techniques and tools of Six Sigma. A large part of Black Belt training is focused on mastering the “hard” skills. Most case studies demonstrate the usefulness of tools or techniques. Any experienced, successful practitioner of Six Sigma will tell you that the soft skills of facilitating a group are […]

This work described below was carried out in a large company based in the U.S. and India. The project dealt with converting printed paper from U.S. customers into electronic copies. The material was quite heterogeneous in nature – consisting of assorted magazines and legal papers. It is part of an ongoing operation that services several […]

There are continuing questions about the relationship between Lean manufacturing and Six Sigma techniques. This relationship has been expressed as follows: Stretch the process applying Lean techniques Solve the problems of deviation from the standards Ensure maintenance of the improved status using Six Sigma techniques However, if the system and processes are too poor, stretching […]

Caught in an exploding market, with rapidly improving products, the management of a media organization in India realized that improving the quality of printing of its newspaper was imperative to survival and progress. The organization adopted total quality management (TQM) and has completed several improvements in office processes related to turnaround, which is so vital […]