Lean, Six Sigma & TQM Project

Success: Recent Case Studies and

Benchmarks
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Improve a process and generate more
Excerpt
savings or revenue by learning how over Research Info
30 companies applied lean, six sigma and
total quality management (TQM) methods ID: OP-92 
and the results of these efforts. So you Price: $1,190.00 
want to improve a process and generate more savings or revenue? Pages: 62
This Best Practices Benchmarking Report offers a place to start by
showcasing how over 30 companies applied lean, six sigma and
total quality management (TQM) methods and the results of these Questions? Call 
efforts. In addition, the report contains over 20 slides illustrating Bridget Hales
and explaining results from a recent survey of 84 companies on 919-403-0251 x257
recent projects using lean, six sigma and other productivity
approaches.
Features: 
 42 Info Graphics
Business Operations > Benchmarking and Quality  29 Narratives

Delivery Format: 
 Shipped
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Excerpt List of Exhibits Snapshot Key Findings

Industries Profiled:
High Tech; Biotech; Telecommunications; Financial Services; Banking; Medical Device;
Utilities; Manufacturing; Aerospace; Energy; Computer Hardware; Computers;
Pharmaceutical; Consumer Products; Automobile; Diversified; Health Care; Chemical;
Technology; Insurance; Defense; Retail; Research; Internet; Electronics; Professional
Services; Government 

Companies Profiled:
Agilent Technologies; Allergan; Avaya; Bank of America; Baxter Healthcare; Bechtel; Bell
Helicopter; Boeing; Bombardier Aerospace; British Telecom; ConocoPhillips; Dell Computer;
Dow Corning; DSM Pharmaceutical; DuPont Pharmaceuticals; Eastman Kodak; Eaton Corp;
Entergy; First Data Corporation; Ford Motor Company; GE; GE Consumer Finance; Hewlett-
Packard; Honeywell; Johnson & Johnson Healthcare Systems; Johnson Controls; JP Morgan
Chase; Kodak; Korry Electronics; Medtronic; Motorola; NCR; Northrop Grumman;
PerkinElmer; Pfizer; Raytheon; Rockwell Automation; Saint-Gobain; Siemens; Sony; Home
Depot; US Army; Verizon

Study Snapshot 

With these companies' results, targets and lessons learned known, executives can
confidently plan and execute an improvement project or program. Key benchmarks that will
help you along this path include: amount of cycle time/cost reduction, typical scope and
average duration of improvement project, average annual dollar value contribution expected
for the productivity approach, average dollar amount of a business unit’s revenue saved
through productivity initiatives annually, the function that primarily benefits from
productivity approaches by percentage and a self-rating of how effective productivity
approaches were across various functions. 

To best plan and execute a productivity project or program, executives search for examples,
best practices and advice on which approach to use and how it's best structured and
executed. This study is a must starting point as it offers an outline of the experiences of 30
companies that recently performed improvement projects using lean, six sigma or TQM,
complete with benchmark metrics, actual results and a description of lessons learned.

Augmenting these case studies are results from a survey of 84 companies. These results
show the most popular types of productivity approaches used, depending on the
improvement sought, how the approaches are carried out, including project scope, revenue
target and staffing level, and the types of results to expect.

Benchmark metrics include: 

 Black Belt Contribution/Productivity Annual Thresholds

 Most Popular Productivity Approaches 
 Average Cycle Time Per Productivity Initiative
 Average Targeted Savings/Revenue Goals 

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Sample Case Study 

The report contains 15 case studies. An excerpt appears below: 

Bank of America 

Using Six Sigma in Banking

Bank of America is a large, complex organization with high goals to be #1 in customer

satisfaction, the world’s most admired company and the world’s largest bank. To achieve
these goals, the Bank recognized the need for an enterprise-wide quality system that
focused on customer needs and key business strategies. To execute its quality system, Bank
of America favored rapid deployment across the company for complete enculturation.

Bank of America’s Three-Point Plan

Bank of America’s three-point plan called for the company to focus its efforts, enable high
quality and generate results. To execute its plan, the Bank took the following steps:
  Focused the company on the customer by organizing around customer segments and
aligned the company top to bottom, linking performance plans to strategic goals.
 Developed business process excellence by applying voice of the customer to identify
and engineer the critical few business processes.
 Built a capable workforce by hiring more than 225 external Six Sigma master Black
Belts and Black Belts, using Six Sigma across businesses, eliminating waste and
variation/errors in core processes, and driving revenue growth by expanding Six
Sigma into sales environments.

In its first two years, Bank of America’s quality system has achieved the following results:

 The CEO and executive team contributed $75 million in Six Sigma annualized
productivity benefits.
 Customer delight was improved by 20%, and the Bank added 2.3 million customer
households.
 1.3 million fewer customer households experienced problems – down 29%.
 Stock value increased by 52%.
 Bank of America has had ten quarters of increasing earnings per share – up 29%
since 2002.
 2002: Bank of America named Best Bank in the US and Euromoney’s World’s Most
Improved Bank.

Sample of Survey Results

The report contains 20 graphics of survey results. One appears below, showing an average
annual financial target set for black belt contribution to meet performance objectives: