Our Accomplishments: Problem - Action - Result
Problem: Bottleneck in parts approval process for automotive
Action: Analyzed process with participation
of electrical engineering, purchasing and component design and test
Result: Earlier and more disciplined
approach to parts approval process reduced conflict between organizations
and achieved timely parts approval.
Problem: Machine shop defect rates too high.
Action: Through operator training
and six sigma analysis process variance was reduced.
Result: Shop achieved 25 % reduction
Problem: New Product process cycle time out of control.
Action: Created a standard development
process integrating engineering, operations and marketing. Process
became basis of management decisions and project reviews.
Result: Project teams able to manage
key tasks and cross functional groups delivered input at key points
in the process. Results contributed to 55% reduction in cycle time.
Problem: Chinese Consumer Product Company needed basic project
Action: Developed training course
for project leaders which was translated into Mandarin and given to
all project leaders and potential project leaders.
Result: All project teams were
led by trained project leaders.
Problem: German Auto Parts Company needed improved idea development
process to better integrate marketing with engineering and improve
the management review process.
Action: A standard was implemented.
The criterion for decisions at each major step in the process was
Result: Review process became more
effective with a focus of the decisions that needed to be made. Better
and faster input decisions were made.
Problem: Consumer Electronics Company needed to improve management
of multiple projects.
Action: Developed software tool
using MS Project and Excel to summarize key metrics and gain better
decisions across multiple projects.
Result: Integrated tracking and
management system drove cycle time improvements of greater than 50%.
Problem: Slow response time for equipment design projects.
Action: Developed prioritization
process with ranking and simple measurement system balancing tasks
Result: Process resulted in significant
increase in throughput and customer satisfaction.
Problem: Project reviews were not focusing on most troubled
Action: Traffic light system was
created to assure critical projects with serious issues were identified
early. Teams were coached on decision making orientation for reviews.
Result: Project reviews became
more focused on key problems and solutions.
Problem: Final assembly for large capital goods manufacturer
taking too long.
Action: Team identified key problem
areas and actions required to accelerate test cycle.
Result: Improved training, resolution
of incoming quality problems and standard test process yielded 44%
reduction in test time.
Problem: Lack of discipline following the process caused many
problems in new product development including missed dates and high
level of rework.
Action: Developed measurements
around process that focused on process drivers.
Result: Reduced cycle time for
new product development process by more than 50 % while improving
quality of gate reviews.
Problem: Engineering change process between domestic engineering
and international manufacturing operation experienced excessive delays.
Action: Analysis of engineering
change process and measurements of cycle time pinpointed problem areas.
Result: Process time was reduced
by a month through minor process change.
Problem: Excess inventory taking up production and inventory
Action: Performed an ABC analysis
of the inventory and compared to requirements. Unneeded inventory
Result: Over time a 50% reduction
in inventory was achieved.
Problem: New cross functional team needed coaching to improve
Action: Provided structured process including training,
tracking of issues and decisions, and coaching of individual members.
Result: Team effectiveness improved.