In this case study, the 509th Maintenance Group of the U.S. Air Force used an eight-step continuous process improvement approach to balance its resources and meet both flying hour program requirements and aircraft availability needs. Part 1 looks at steps 1 through 4.
Part 2 looks at steps 5 through 8.
Six Sigma can be reduced to five fundamental assumptions. If these simple concepts are understood, all the tools, all the tollgate deliverables, and all the statistics and jargon are put in their proper supporting roles.