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Team Excellence

International Team Excellence Award: Recent Award Recipients

Thousands of teams from the world’s most successful companies have participated in ASQE’s Team Excellence Award (ITEA) Process. A global audience saw how quality concepts were being used by teams within organizations all over the world to make valuable improvements in areas such as customer satisfaction, waste reduction, and employee morale—all leading to improved profitability.

Review presentations from Team Excellence Award recipients from the past three years. To access all the presentations from the 2019 Final Round Process, visit the 2019 World Conference Session Recordings Page.

Recipient Image

View Recent Award Recipients’ Presentations

    Gold Level recipients
    Silver Level recipients
    Bronze Level recipients
    2019 World Conference Session Recordings

Gold Level Recipients

Sancor Salud (2019)
Sancor Salud
Activated - ABACOM

The main challenge we faced was implementing a completely redesigned customer enrollment process and training more than 500 sellers in 86 service centers all over Argentina. Given a context of exponential customer growth for SanCor Salud, we initially had an obsolete enrollment process, which was slow compared customer’s expectations, and non digital capabilities that resulted in high delivery costs. All of these ended in low customer satisfaction and more than 6% customer claims rate.

Shanghai Nuclear Engineering Research & Design Institute Co., Ltd. (2019)
Shanghai Nuclear Engineering Research & Design Institute Co., Ltd.
Sunflower, Better NPP, Better Life

This session presents a vivid case wherein nuclear energy is provided in a better manner through the modification of current plant to bring light, warmth, and green to the public in China. Human Factors Engineering is involved into the plant modification in the area of main control room, eliminating potential human factors errors by plant operators. Quality methods and innovative tools such as rapid prototype iteration, task cognitive walkthrough and simulator-based activities achieve continuous improvements in design optimization and project management, making the plant modification an industrial benchmark. Other goals include project implementation with high quality, and safe operation for next several decades. The presentation also concentrates on the application of quality management in projects, the strengths of teams, and the importance of organizational support.

Max Life Insurance Co. Ltd. (2018)
Max Life Insurance Company Limited
Reduction in New Business Discrepancy
Haryana, India

This team found a gap in defective proposal forms logged at branches and sent to the head office, thereby increasing policy issuance TAT, leading to rework. Agents approached the customer multiple times to get discrepancies resolved, leading to customer and distributor dissatisfaction. It was vital to identify these discrepancies before issuance so that a policy contract was issued without any errors. The team followed the structured DMAIC methodology by analyzing people, process, and technology levers across the organization to achieve an annual cost savings of $1.29 million. The project helped in reducing the discrepancy from 28 to 13 percent by the end of the year, thereby reducing business cancellations due to discrepancy from $2.32 million to $1.16 million. This reduced policy contract grievances by 53 percent. From a paper-based login process, we shifted to a tablet-based login process. This improved customer satisfaction scores and created efficiency to establish controls and sustain performance, improving customer loyalty scores from 69 to 78 percent. For solution identification, the team utilized tools like control charts, fishbone, FMEA, gage R&R, qualitative analysis, chi square, 2P tests, and ANOVA. For process improvements, the team utilized vendor penalties and tablet-based modules, etc. The team successfully managed to reduce discrepancies and implemented a new system testing design, further presenting replication opportunities for other channels.

Sullair Argentina (2017)
Sullair Argentina
Availability, Discipline, Statistics

This project originated when the company's management promoted the implementation of Lean Six Sigma improvement methodology at the corporate level. The objectives defined were to improve the productivity and efficiency of the technical service process of machines of our rental fleet. This mission is visualized with the improvement of a management key performance indicator called “non-available fleet.”

Silver Level Recipients

Max Life Insurance Co. Ltd. (2019)
Max Life Insurance Co. Ltd., India
Sell Right for Customer Delight at Axis Bank

We will present our team’s project focused on how we went about reducing grievance for one of our partner bank’s distribution channel customers who purchase life insurance policies from us, as well as how it impacted customer satisfaction and other key organizational metrics by using a structured DMAIC approach under Six Sigma methodology. High rates of dissatisfaction in this channel was a problem area which was solved by this team.
Our team project is focused on reducing the customer grievance and is directly linked with our company vision and strategic priorities of service excellence and a strong distribution network. It was rated high on complexity and change management due to increased focus on customer protection by insurance regulators and banking regulator, which made it crucial for our company and partner bank to proactively address and reduce customer grievances. Moreover, this project was cutting across all our key stakeholders: customers, insurance regulators, banking regulators, 233 partner bank branches with 1558 Bank sellers, and 163 of our employees.

Pan Asia Technical Automotive Center (2018)
Pan Asia Technical Automotive Center
Virtual Rubik's Cube Team
Shanghai, China

The team successfully carried out a vehicle development capability improvement project, which helped their company satisfy customers and continue taking the lead in global emerging market. This project's objective was to improve vehicle body safety system development capability in three aspects: accurate—accuracy of CAE analysis; fast—developing time; efficient—vehicle efficiency among benchmarks. The project was carried out according to a global vehicle development process that contained different milestones and different deliverables to help achieve final success. The team followed a Design for Six Sigma approach to achieve an annual cost savings of $3.8 million and utilized tools such as SIPOC, turtle diagram, brainstorming, affinity diagram, effect and difficulty matrix, cause and effect matrix, ANOVA, and Monte Carlo analysis for improvement opportunities identification. In the improvement development phase, benchmarking, topology, DoE, decision matrix, Pugh matrix, four-box model, and others were utilized to get seven final improvement recommendations. These improvements were supported by all stakeholders in the implementation phase and resulted in a CAE accuracy increase of 61 percent, a structure efficiency increase of 14 percent, and a developing time decrease of 37.5 percent. This project impacted the organization's goals for increasing development capability and taking the lead in technical strategy in automotive industry.

Sime Darby Plantation (2017)
Sime Darby Plantation 
Sime Darby Plantation Sdn. Bhd.
Blue Ocean

The team successfully completed a Lean Six Sigma project that reduced waste water treatment plant chemical costs by 31 percent. A structured DMAIC methodology was used throughout the project course including statistical process control tools (hypothesis testing, design of experiment, comparative method, etc.). Numerous benefits were realized, with total potential exceeding US$300,000 per year. A new alternative processing technology using 100 percent organic chemicals was revolutionized. This led to creation of environmental friendly nonscheduled waste sludge, thus avoiding the costly while nonsustainable sludge disposal and landfill. The project achievement has also sparked potential replication across company-owned refineries’ and mills’ water treatment facilities.

Sime Darby Plantation Team Photo 

Bronze Level Recipients

Pan Asia Technical Automotive Center/Yanfeng Automotive Interiors (2019)
Pan Asia Technical Automotive Center/Yanfeng Automotive Interiors
Green Interior Team

This new technology design project aimed to demonstrate our experience and learning regarding door trim design using chemical foaming injection technology. By proceeding with our organization’s structured DMADV methodology, we have so far successfully achieved 22% mass reduction as well as high finish at an approximately equal cost compared to traditional injection molding technology. These accomplishments have been made in compliance with 3 of PATAC’s 6 technology domains, and 2 of YFAI’s 4 technology directions. The methodology has also been applied to instrument panel/console sub-systems and other three Tier 1 suppliers, marking our company’s systematic success in the mass production of six vehicles.

Max Healthcare Institute Ltd. (2018)
Max Healthcare Institute Limited
Team Life Savers
Haryana, India

Over 200 lives are lost annually in the Indian National Capital Region (Delhi, New Delhi, and adjoining urban areas) linked to delayed arrivals of ambulances. In comparison, fewer than 10 lives are lost annually in developed economies like the United Kingdom for similar reasons (U.K. NHS estimates). While there are structural ways to expedite emergency response services, the core idea is to reduce the reach time of qualified medical care to patients during emergencies. The project team conducted a detailed study involving all relevant stakeholders to help understand the linked gaps in reach time delay. Adopting internal quality systems combined with a Six Sigma approach, the project team arrived at final root cause(s) and a structured action plan from design to implementation. Resulting from the project, the team was able to reduce reach time from 34 minutes (pre-project) to under 13 minutes (post-project; global benchmark being 15 minutes). In addition, the project led to a documented 58 lives saved in nine months, with a 94 percent customer satisfaction score. The initiative has garnered various internal and external awards and promising feedback from the community at large. Given the success, the team now plans to rapidly scale up this trademark service in the region with committed investments from the organization.