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Lean Six Sigma Increases Efficiency for Financial Services Firm (PDF, 457 KB)
A fund services organization used a Lean Six Sigma approach that featured kaizen events to enhance process control and increase capacity. In just four months, nine quick-fix projects achieved savings of $220,000, paving the way for larger strategic improvements. April 2012
Continuous Improvement at Two Companies (PDF, 362 KB) Todd Schneider shares lessons learned from helping to integrate continuous improvement into the operations of two companies. Examples of improvement projects at his current employer, Serigraph, show how teams used Six Sigma to improve yield by more than 20 percent, saving $40,000 in 10 months, and improve vendor material management, saving $192,000 per year. June 2011
A Better Way to Perform Portable X-rays (PDF, 606 KB) A cross-functional team at Aurora St. Luke’s Medical Center used lean tools to develop a new procedure for performing portable x-rays. Process improvements have reduced workers' compensation costs, increased productivity, and improved patient safety. March 2011
Barnes-Jewish Hospital Enhances Quality Patient Care by Embracing Lean (PDF, 530 KB) The organization-wide lean curriculum at Barnes-Jewish Hospital combines an education program for all employees with focused improvements in value streams. November 2010
The Challenge of Overcoming Success (PDF, 428 KB) A combination of theory of constraints, Six Sigma, and lean helped a DNA testing laboratory take a holistic approach to process improvement. Redesigning the workflow and laboratory layout and introducing new operating rules increased capacity without increasing costs. March 2010
Goodwill Industries of Southeastern Wisconsin: Integrating Quality and Social Responsibility (PDF, 255 KB) Goodwill Industries of Southeastern Wisconsin uses lean techniques and kaizen events to improve processes and enhance its social responsibility efforts. Within two years of introducing lean techniques, Goodwill had completed 16 process improvement events that saved an estimated $2.8 million in labor and supplies. December 2009.
It’s a Matter of Time: Ship Servicers Use Quick Kaizen to Shorten Long Turnaround (PDF, 236 KB) A team at the Yokosuka Calibration Laboratory, U.S. Naval Ship Repair Facility and Japan Regional Maintenance Center, used a series of kaizen events to shorten service lead time by 68 percent. The team qualified as a finalist in ASQ’s 2008 International Team Excellence Award process. November 2009.
Piecing Things Together: Better Materials Organization Improves Ship Repair Service (PDF, 276 KB) Employees at the Sasebo production shop of the U.S. Naval Ship Repair Facility and Japan Regional Maintenance Center used a lean 5S approach to establish a new way of managing their materials inventory. The team reduced time spent looking for parts by 80 percent and qualified as finalists in ASQ’s 2008 International Team Excellence Award process. November 2009.
Getting Green With Lean (PDF, 483 KB) The JDSU legal department’s global trade team used lean tools to eliminate waste from its import management processes. By creating a paperless process, the team handled a 500-percent increase in work and eliminated at least 70,000 paper copies per year. September 2009.
Improving Productivity Through Lean Six Sigma Warehouse Design (PDF, 190 KB) A Lean Six Sigma improvement team at New Breed Logistics employed quality tools such as value stream mapping, PICK charts, and the 5 Whys to increase product flow and meet customers’ packaging requirements. As a result, overtime decreased by 30 percent, productivity increased 5 percent, shipping accuracy reached 100 percent, and customer satisfaction improved, leading to additional business. February 2009.
Streamlined Enrollment Nets Big Results for Healthcare Leader (PDF, 193 KB) Kaiser Permanente Colorado used Lean Six Sigma to evaluate and improve Medicaid enrollment processes. A three-month project resulted in a 45 percent gain in Medicaid membership while increasing Medicaid revenue by more than $1 million annually. January 2009
Emergency Department Prescribes Lean for Process Improvement (PDF, 179 KB) When the Mercy Medical Center emergency department used lean techniques to improve process flow, patient satisfaction scores rose from the 30th to the 95th percentile. Value stream mapping helped identify and eliminate non-value-added steps. May 2008.
Pall Corporation: A Profile in “Process Excellence” (PDF, 192 KB) Pall Corporation’s “Process Excellence” combines lean, Six Sigma, dashboard metrics, and team involvement. This combination ensures improvement efforts are aligned with business imperatives and contributes to a culture of accountability. April 2008.
Lean-Six Sigma: Tools for Rapid Cycle Cost Reduction (PDF, 82 KB) Financial leaders should take leadership roles in deploying Lean-Six Sigma to improve costs for healthcare organizations: start today by taking a “Manager Quality Waste Walk.”
Create a Lean, Mean Machine (PDF, 183 KB) Lean’s emphasis on the elimination of waste results in higher customer satisfaction, profitability, throughput and efficiency.
Lean and Six Sigma–A One-Two Punch (PDF, 123 KB) Using the Six Sigma/kaizen team-based approach, results are implemented faster with the participation of employees from the shop floor to the executive suite.
How To Compare Six Sigma, Lean and the Theory of Constraints (PDF 108 KB) Three improvement methodologies—Six Sigma, lean thinking and theory of constraints—are discussed, and a model is presented to clarify their concepts, similarities and differences.