Posts Tagged ‘awards benchmarking’

iSixSigma Names Project and Program Finalists

Thursday, December 24th, 2009

iSixSigma.com has announced the finalists for the most successful lean six sigma start up program, most successful re0energized lean six sigma program and the largest-breakthrough improvement projects. “The iSixSigma Live! Awards recognize programs and projects that have demonstrated outstanding accomplishment,” said Jessica Harper, editor in chief of iSixSigma. “All entries demonstrated admirable efforts in applying Lean Six Sigma at their organizations. There were some, however, that stood out among the rest in their achievement of breakthrough results.”

Such awards are a source of information for firms seeking benchmark partners, case studies they can learn from, or just plain old inspiration. The lists include technology companies, hospitals, government and military candidates, proving that Lean Six Sigma’s reach is far and wide. Candidates for Largest-Breakthrough Improvement Project included organizations in four industries: customer Service, manufacturing, supply chain, and transactional. Areas addressed by the finalists were cycle-time, defects and error rates, process improvement, parts avaiability, advisor licensing, lead time, call abandonment and handle time, and efficiency.

I was most impressed with the variety, both in the industries represented and the projects. I’m often asked if “Six Sigma” or “Lean” will work in {name the industry or process}, my answer is “If you are working with a process, then you can improve with Lean, Six Sigma, or a combination of the two.” The iSixSigma awards confirm it.

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What is Six Sigma?

By Thomas Pyzdek, Author of The Six Sigma Handbook

For Motorola, the originator of Six Sigma, the answer to the question "Why Six Sigma?" was simple: survival. Motorola came to Six Sigma because it was being consistently beaten in the competitive marketplace by foreign firms that were able to produce higher quality products at a lower cost. When a Japanese firm took over a Motorola factory that manufactured Quasar television sets in the United States in the 1970s, they promptly set about making drastic changes in the way the factory operated. Under Japanese management, the factory was soon producing TV sets with 1/20th the number of defects they had produced under Motorola management. They did this using the same workforce, technology, and designs, making it clear that the problem was Motorola's management. Eventually, even Motorola's own executives had to admit "our quality stinks." Read More...