The "Final Tollgate" features a Six Sigma project as it would be presented to a panel of company executives at the final project review. The objectives of such a presentation are to communicate significant results of the project and share highlights of how results were achieved. The slides are the Black Belt's visual presentation and the accompanying text is the verbal presentation. It is assumed that the audience has a basic understanding of Six Sigma.
Before this Six Sigma project, the billing process for ASO accounts entailed multiple reconciliation checkpoints across the organization and included many manual workflows. This continuously resulted in incorrect administrative fee withdrawals ...
A Fortune 500 company pays invoices to more than 70,000 vendors worldwide. The scope of this project, however, represents 28 "prompt-paid" vendors, who invoice over $100 million annually. Each of these 28 prompt-paid vendors offers a two-percen...
TRW Automotive is one of the world’s largest automotive suppliers, producing braking, steering and suspension systems, and occupant safety systems in nearly 200 locations on four continents. After introducing Lean in manufacturing, the company ...
In the U.S. Army, the cost analysis requirements document (CARD) is needed for every Acquisition Category I (ACAT I) program as it passes through the milestone decision review process. For an ACAT I program, the CARD can comprise up to 52 document...
At a 731-bed tertiary hospital in the North Shore-Long Island Jewish Health System, radiology throughput became an issue as the facility struggled to meet the demands of patients, providers and physicians. Effective management of patient flow and ...
ScottishPower (SP) Energy Retail processes 550,000 customer email and letter correspondence items annually using a computer-based scan and workflow system. Of this total, 2.3 percent are categorized as complaints, and a small percentage of these a...
The credit card division of TD Bank Financial Group receives more than 3.7 million customer calls per year. Research showed that customers were experiencing a high level of dissatisfaction when phoning the call center due to the lengthy and co...
Great Lakes Finance Company (GLF), a small Michigan-based retail and commercial lender, experienced several severe operational risk losses. These events, combined with recent actions by the U.S. Federal Reserve ("Fed") to define criteria and requi...
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Historically, as an independent load balancing authority, Dominion was responsible for supplying its electric load obligation with its own power generation and purchased energy. If forecasts of customer demand were too low, additional generators c...
An aircraft engine servicing business’ turnaround time for engine repair and overhaul was taking much longer than customers expected. Customers expected the turnaround to be 45 days, but instead it averaged 62, varying between 50 and 73 days. This...
Vytra Health Plans, a subsidiary of HIP Health Plan of New York, is a health insurance company based in Long Island, New York. At the time of the project, Vytra, a $400 million company, had approximately 500 employees, 200,000 members and a networ...
Global financial services provider ING proactively seeks ways to continuously improve its processes and customer service. ING’s U.S. Insurance division was aware that its life insurance application cycle times (from application submission to is...
Delphi Thermal Systems is using Design for Six Sigma (DFSS) to move Six Sigma upstream, from the manufacturing floor into the product design and development process. In this advanced product development project, DFSS tools and the IDDOV (Identi...
Performance in delivering parts for medical equipment is critical to customers. When sophisticated medical equipment – such as a CT scanner, X-ray machine or MRI system – is inoperative due to an unavailable part, the hospitals we support are unab...
This project, based on the experience of a small business, sought to increase monthly revenue by increasing the membership renewal rate. As a result of improvements, the non-renewal rate dropped from 60 percent to 41 percent. With additional plann...
After Black & Veatch Corp. (a global engineering, consulting and construction company) underwent an extended period of growth and hiring, human resources (HR) leaders knew that new hires were not being successfully integrated: More than half o...
With revenues from inside wire dispatches (a common type of service call for AT&T technicians) down and nonbilled inside wire dispatches at excessive levels, AT&T’s Southeast region decided to find a sustainable, long-term solution that would offe...
Radia Inc., a large radiology and vascular surgery practice in the Pacific Northwest, wanted to improve efficiencies at one center that was falling behind other Radia sites. The center launched a project that led to a 50 percent improvement in...
The Package Delivery Optimization Six Sigma project focused on eliminating late deliveries of packages in North America. Late package delivery was causing us to pay out more than $1.6 million in late fees and penalties – a direct impact to our bot...
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