Below are Lean Six Sigma success stories in the High Technology industry organized alphabetically. For success stories in other industries, please visit our Lean Six Sigma Success Stories page.
Advantage Aviation Technologies
Advantage Aviation Technologies (AAT) Integrates Lean & Six Sigma Management Process Improvement Protocols
Advantage Aviation Technologies (AAT) recently announced the integration of Lean and Six Sigma into the company’s’ full service fabrication and repair facility. The president of AAT announced that the integration of these two process improvement systems and tools is critical in today’s manufacturing climate. Lean protocols were initially implemented earlier this year, January 2015, and will continue to be heavily supported in operations.
Last Thursday, Anacomp, Inc. officially announced that it will be opening an additional facility in the Maryland Heights district of St. Louis, Missouri. This location will support the company’s continued expansion and growth in the federal and commercial markets. Anacomp’s growth has been supported by Lean Six Sigma methodologies to define, measure and analyze workflows.
Cisco’s Internet Business Solutions Group (IBSG) proposes an immersive, interactive virtual environment to overcome the challenges of time, distance, and limited resources. Through this robust, interactive environment, they were able to design new processes and make recommendations that resulted in a significant reduction of time to service customers and overall service costs. The leader of the lean event stated that the immersive, collaborative environment resulted in a 50 percent reduction in time-to-decision among participants on key issues. The session was completed in 30 percent less time than a conventional workout, resulting in significantly increased productivity.
Computer Sciences Corporation
SNCF Cleans Up With Six Sigma
SNCF employed the problem-solving methodology Six Sigma, supervised by CSC consultants, to optimize its cleaning processes, so that each euro invested provides returns for travelers. A detailed study of critical aspects, such as the lack of preventive maintenance for the wash stations and the inefficient programming of train washes, enabled CSC and SNCF to precisely target the required improvements and obtain everybody’s adherence to them. As a result, the indicator measuring compliance with the cleanup rules increased from 48 to 66 percent. A six-month forecast for one line’s external cleanliness was 80 percent.
As a result of this training program, the Convergys client paid a lower cost of outsourcing, Convergys got higher rate for each transaction, agents received higher incentives and the problem got resolved faster for the clients customers. The problem resolution score improved by 10% i.e. 10% more calls were successfully handled (problem resolved) within the first call. Clearly, this meant 10% improvement in productivity. Moreover, the economic impact of this improvement effort exceeded Convergys’ INR 5.8 crores ( USD 1.18 MM @ Rs 49= 1 USD). This economic benefit is the total of the benefit accrued to the client, to Convergys and to its employees. Says Manisha, “The client gained as they pay per call and since we improved first call resolution by 10%, they paid for 10% less calls post the improvement. Convergys gained as we received the highest possible call.”
A good approach to measurement is provided by the Six Sigma framework, which describes four families of measures. These families are known as the PFQT measures, which detail the productivity (process), financials (cost), quality, and timeliness (schedule) of a project. An effective measurement strategy includes metrics that address these four areas.
“The Lean journey never ends,” said Flex Global’s Vice President. To keep the journey fun and alive, process improvement projects are turned into friendly competition where successes are always celebrated and their global network is always leveraged.
Ingram Micro Inc.
By leveraging ITIL, Six Sigma(TM), and other Total Quality Management (TQM) process models, Ingram Micro’s BC/DR services also provide a repeatable, consistent approach to service that can grow and change with solution providers’ and end users’ business needs.
We are committed to achieving Six Sigma performance throughout our operations and business processes worldwide. Inventec Corporation was the first Taiwan electronics company to adopt the Six-Sigma strategy, and also the first one to deploy the “Design for Six Sigma”. We have benefited from Six Sigma deployment on cost reduction, and in creased customer satisfactions and operating efficiency through process improvement.
Improving business results is important in every organization. Project managers are often the change agents charged with leading the improvement efforts. Understanding and incorporating the Six Sigma DMAIC steps into every project can help project managers not only be more effective but can lead to breakthrough results. Attaining a Six Sigma Green Belt certification is the best approach for project managers who want to demonstrate that they are ready to accept the challenge of improving their organization’s business results.
“Six Sigma’s stamp is all over the Razr,” says Michael S. Potosky, Motorola’s corporate director of Six Sigma. Engineers, for instance, applied the process to the phone’s antenna, helping keep it hidden while maintaining call clarity. With hits like the Razr, the Schaumburg (Ill.) company has climbed from a 15.4% market share in mobile phones to 22.4% over the past two years. Motorola netted $4.6 billion on $36.8 billion in revenues last year, helping it earn the No. 13 spot on the BusinessWeek 50 list of top corporate performers.
A QUALITY COMMITMENT
To continuously improve quality within Rockwell Software, the organization adopted the principles defined within Six Sigma. The techniques used within these methods improve the process by identifying root causes and eliminating variance. The Six Sigma Define, Measure, Analyze, Improve, and Control (DMAIC) method is a data-driven quality strategy for improving processes. It is an integral part of Rockwell Software’s Six Sigma quality initiative. We are using the DMAIC technique on existing products or processes that are not performing adequately or are not meeting customer needs.
Siemens Achieves Continuous Improvement Through Six Sigma, ITIL With VMware VCenter Configuration Manager
Siemens IT Solutions and Services, Inc. is an internationally leading provider of IT solutions and services. Siemens IT Solutions and Services, in its ongoing efforts to optimize processes, sought comprehensive analytics to help automate its ITIL and Six Sigma best practices initiatives, to drive more efficiency and better service levels. VMware vCenter Configuration Manager gives Siemens proactive insight into correlation between configuration changes and business performance.
Six-sigma methodologies lead to understanding of root causes of yield loss in the back-end process. A data- driven decision making process is used to allocate resources and to optimize process flows. As a result, the yield of the backend process was increased by nine percentage points over the last three years. The team has achieved backend process (post- probe) yield increase of 3% per year for each of the last three years. Yield improvement activities also improve quality by reducing the PPM defective delivered to the downstream operations (the customer). Further, sustained yield improvement contributes significant cost savings.
Organizations are to reap the rewards of their technology investments but first, they need to shift their thinking. According to Barry O’Reilly, principal at ThoughtWorks Europe, organizations need to adopt organization-wide Lean enterprise principles. Through the elimination of waste, continual reevaluation of processes, and the better understand of the voice of the customer, rewards will be waiting!
Visual Marking Systems
Visual Marking Systems (VMS) is committed to quality, sustainability, customer service, and fair pricing. These commitments have boosted the 100+ employee team to a leading position among many other providers of product branding and identification products. VMS is considered a Lean manufacturing company and they apply Six Sigma throughout their daily operations to reduce Waste and production times. VMS continues to grow and they plan on staying on their “lean and mean” path.
Xerox Lean Six Sigma is a powerful business-improvement tool that can enhance the effectiveness of Xerox and of the services we provide to our customers. It leads to solutions that no one person could ever develop alone. And the return on investment can be huge. The Xerox Lean Six Sigma tools, processes and principles are built on earlier Leadership Through Quality and new quality efforts at Xerox. Since 2003, Xerox people have been using Xerox Lean Six Sigma tools and methods in both internal projects and projects for customers. These projects focus on reducing waste and increasing effectiveness in vital business processes to bring measurable improvements in results for customers and the company.