Below are Lean Six Sigma success stories in the Transportation & Travel industry organized alphabetically. For success stories in other industries, please visit our Lean Six Sigma Success Stories page.
Alaska Airline’s organization-wide Lean initiatives continue to yield performance gains. “At the end of our first year, instead of a 45-minute wait for baggage, we achieved a 20-minute wait. Our flight cancellation and missed bag rates went down. We became the No. 1 on-time airline in the country,” Bowers said. “Three years later, we are consistently rated in the top three.”
Aluminum Trailer Company (ATC)
Eco-Coach founder Anca Novacovici explores whether Lean and Green business practices can coexist in an article where she interviews Aluminum Trailer Company.
Amadeus is the world’s leader in supplying IT solutions for the travel and tourism industry. With recent development in the online and mobile environments, Amadeus now insists that before any IT project starts, everything is in place – from staff availability, resources, and server space. This Lean approach means that there are less chances that the project will be encounter a “disconnect.” By first piloting Lean thinking into corporate culture, it can later provide a simple front-end interface that protects end-users from the complexity in the background.
Twenty-one employees from APM Terminals Bahrain underwent a two-week Lean Six Sigma Green Belt training in early May. APM Terminals Bahrain regularly conducts training programs both on and off site to improve the safety and performance at the Port. As part of May’s improvement initiatives, Green Belt trainees were armed with powerful tools for problem solving and mentoring high return projects.
Avis Budget Group
Avis Budget Group Marks Five Years of Performance Excellence
Avis Budget Group, Inc. celebrates the 5th anniversary of its award-winning Performance Excellence Lean Six Sigma process-improvement initiative, which has helped them generate over $275 million in annual cost savings and other benefits since the program was initiated in 2007.
Bargain Houston Movers
Bargain Houston Movers, a Texas-based moving company, will be increasing its capacity for both short- and long-distance moves with new trucks, additional crews, and increased storage capacity. This is thanks in part to Six Sigma training principles being applied by its General Manager Jim Rogers which promote efficient packing, safe lifting, and better customer service.
Most Boeing employees likely are familiar with the concepts of Lean, supplier relationships, and global manufacturing—supporting a design-anywhere, build-anywhere vision of the future. A lean and efficient operation is the heart of the Boeing Production System and is crucial to Commercial Airplanes’ success in the global market place.
Nearly two decades ago, Boeing took 71 days to assemble its 777 aircraft. Today, Boeing only needs 47 days to build the 777 aircraft. With dedication to Lean practices and consistent improvement methods, Boeing is able to save time. Above saving time, Boeing has implemented a process to improve company culture and build Lean into everyday Boeing culture.
Ctrip is a one-stop shop for China travel services. In the Chinese travel e-commerce category, Ctrip stands out due to its operational efficiency and profitability. Ctrip has built its business over the past 15 years through strengths in quality assurance and Six Sigma management. Ctrip management and operational teams are continuously refining the business model and demands no room for wastage of resources and capital.
Six Sigma at Cummins
In 1994, former CEO and Chairman Tim Solso lead the way into the world of Six Sigma. Eleven years later the list of improvements is large and diverse. Through 2010, we have completed over 22,000 projects, saved over $3.7 billion, and additionally saved customers $780 million. The people of Cummins have a vision to make people’s lives better by unleashing the power of our Company. Continuous improvement in everything we do is a part of this vision.
In Mumbai, traditional dabbawalas still hand-deliver 200,000 hot meals each day from home to offices and schools. The dabbawalas worked through severe floods in 2005 and terrorist attacks in 2008. Today, they weave through nearly 20 million people in India’s commercial capital. Despite all that could go wrong, these men pedal through city on their bikes in white kurtas and hold a six sigma level of efficiency.
Application of Six Sigma Methodologies to Improve Requirements Management for Customer Programs
The team evaluated four projects for analysis with the objective of assessing and correcting root causes of project problems due to requirements issues. Using the methodology of Six Sigma, the team utilized lessons learned to determine ”Impact Issues,” relative to requirements management. These issues were then addressed by the addition of improvements to the Product Development Process.
Etihad Airways has been working on a Six Sigma initiative over the past twelve months to improve quality processes and performance standards. During the initiative, Etihad has been able to identify and minimize daily time-consuming activities. Time consuming activities have been reduced and Etihad Airways Light Maintenance team set a record of replacing a Boeing 777 engine in less than 7 hours. The typical time to replace an aircraft engine is usually between 20 and 25 hours!
GoBus in East Texas averages about 600 trips per day in 14 counties. As of June 15, GoBus no longer services in rural, Tyler area. Approximately 40% of GoBus riders are elderly and are negatively affected by this change. For now, a city Lean Six Sigma project is underway to determine financial feasibility of an in-house transit system.
Goodrich’s management team took notice of the bottom-line savings that companies such as GE and Motorola have achieved by implementing full-scale Six Sigma programs and decided that it was Goodrich’s turn to move onto the runway in preparation for a Six Sigma takeoff. The benefits of full implementation are projected to include an 87 percent reduction in nonconformance occurrence, an 81 percent reduction in both DPUs and DPMOs, a sigma level increase from 3.42 to 4.06, reduced lead times and reduced production costs.
Through more than 400 employees, World Vision has been applying Lean Six Sigma in its processes in Kenya and other parts of East Africa. On the same boat, Kenya Airways deployed Lean Six Sigma in 2009 and has over 150 full time Lean Six Sigma practitioners to date. Both organizations consider their Lean team to be treasures in their organizations and both improve often through Lean Six Sigma to provide greater value to their customers.
A Mercury Marine manufacturing leader explains the results of a Six Sigma project that saved energy and costs at its plant in Wisconsin. They achieved 60% energy reduction, 30% better light levels, and 20% longer life using Orion light fixtures.
When Network Rail took on the UK infrastructure in 2002 it faced many demands. But there was one big issue at the top of the agenda: train delays, severely affecting customers and costing hundreds of millions of pounds a year in penalties. Across various functions, targeted projects delivered initial productivity improvements of 12% and one single project alone reduced material costs by £400,000. Final value delivered includes £60m of efficiency savings, a 50% reduction of train delay minutes pa., over 1,200 people trained to manage and build upon improvements, and full self-sufficiency and capability in Lean Sigma process improvement.
Learning Center vice president Fritz Hollenbach attributed the successful year to the five company-wide initiatives adopted and a favorable business environment. Some of the initiatives were focusing on Lean Six Sigma, or bringing science to business decision-making, and paying close attention to its customers. Company sales reached $1.62 billion, earnings increased 46 percent per share and the company was selected by Forbes as one of the 400 best-managed big companies.
3M and Rush Enterprises are getting ready to purse new design and manufacturing for compressed natural gas (CNG) systems to North America. The tanks to be supplied by 3M will be 30% lighter with 10% more storage than alternate types available. By pairing leading materials, technology, and expertise in Lean Six Sigma, the overall quality and reliability will be brought to a whole new level for customers.
Textron (TXT) launched a major Six Sigma initiative in 2002. Stock in the conglomerate whose products include Cessna jets and E-Z-Go golf carts has climbed 173% since, although it has tumbled in 2008. Textron is holding fast. It will soon have trained nearly 10,000 in-house experts known as black belts and green belts. Even though Cessna has been producing planes for 89 years and jets since 1972, they recently took 17% of the labor hours out of their single-piston aircraft. That’s a big number. They’ve taken the inspection time from 10 days to five. Textron financial used to take 320 hours each month collecting interest from customers. They’ve got that down to 56 hours.