A leading manufacturer of medals, badges, and service ribbons for the Department of Defense and other federal agencies was experiencing phenomenal growth with a requirement to produce over a million parts per month.
Eliminated the need for a $100K capital improvement project
Turnaround time (TAT) for engine repair and overhaul was taking a business on the average of 62 days. The critical-to-quality (CTQ) was 45 days. The customers had to compensate for the poor TAT by having more engines in inventory.
Variation in the cleaning and inspection process was reduced by 57%
Overall engine repair and overhaul TAT was reduced 37%
Inventory reduction and labor productivity increases produced nearly $6 million in savings
The Customer Service/Warranty claims process was too cumbersome and costly. This was causing unnecessary cost to be incurred by the organization, but even worse it was creating an unsatisfactory experience for their customers.
The company realized over $100,000 in annualized ROI
A leading manufacturer of automotive parts was using a chemical absorption process. There was insufficient understanding of the key input factors controlling the chemical weight from this process with no predictive model available. The current feasible solution was not optimum and had a Cpk of 0.40 and a defective rate of 23%.
The company reduced cycle time by a factor of 2
The control phase Cpk had improved to 1 with a 0.26% defective rate
The project met all goals with estimated future savings of $100,000
The manufacture did not have the ability to accurately blend raw materials in small batch quantities and consequently the blended product was only sold in large batches of standard blends. When it was discovered that significant lost opportunities existed by not supplying smaller customized batches, a Design For Six Sigma (DFSS) team was assembled.
new revenue stream is projected to add over $50million in incremental revenue the first year
engineering costs have been reduced by over $200,000 annually
When the current iGen3 was to be modified, the engineering team was tasked with redesigning the belt tensioning mechanism on the photoreceptor into a smaller package without adjusting the length of the belt.
The team met the performance and cost targets for this new design well within the expected timeframe. This new design enabled the next iteration of iGen3 to be delivered on schedule and meet the rigorous demands of the print industry customers.
A study conducted showed that the accuracy of forecasts submitted to the product planning group was very low. As a result, the organization had serious problems with shipments and backlogs. Revenue targets were not being met.
As a result of this project, the service company received over $2 million in incremental revenue. In addition, forecast accuracy improvements have helped reduce inventory and simplify employee work processes.
A Water Treatment facility measured their total solids to be 7 times the specification and treatment costs to be $.14 per barrel. Improvements were required to reduce this cost and bring water quality within required specifications.